Hospitality, a dynamic and demanding industry, centers on delivering an experience — an intangible product. It’s where managers, especially newcomers, face the responsibility of orchestrating guest satisfaction, leading teams and managing expectations. Recent shifts in recruitment focus prioritize college-educated managers, often placing graduates in leadership positions where social anxiety may hinder their readiness. This article explores how social anxiety among hospitality graduates affects their performance and offers insights into how the industry can better support these future leaders.
The lodging industry stands unique in its “product”: a memorable experience that combines service with warmth and welcome. Every touchpoint, from greetings to handling complaints, impacts guest satisfaction. Unlike tangible goods, services in lodging are consumed in real-time — you can’t restock an empty hotel room the next day. For managers, understanding and navigating these intangible elements is vital, yet the increasing anxiety in younger generations can challenge this.
Rising anxiety among students: A growing concern for hospitality
Today’s students report heightened levels of anxiety due to societal pressures, academic expectations, and an ever-connected digital world. This anxiety can manifest as “social anxiety” — where individuals perceive social situations as daunting and themselves as inadequately skilled. For the lodging industry, this becomes a concern. New managers who struggle with social interactions may hesitate to engage with guests and team members confidently, which can affect the quality of service delivery.
Social anxiety is more than just shyness; it’s a pervasive fear that can make common interactions feel like insurmountable obstacles. For aspiring hospitality managers, social anxiety may impair their ability to interact with guests, colleagues or superiors, especially in high-stakes situations. Research shows that social anxiety often results in avoiding situations that require assertiveness or public speaking — skills crucial for effective hospitality management.
Understanding what drives anxiety in young adults is critical. Increasing academic pressures, social media dynamics and major global events, such as the COVID-19 pandemic, have all fueled the growth of anxiety disorders. For students in hospitality, the pandemic posed an additional layer of stress, given the industry’s direct impact. Many students watched family members lose jobs or struggled with online learning, heightening their anxiety about career stability and social interactions.
Social anxiety and hospitality: Bridging the gap with university programs
Programs like “University 101,” designed to ease students into college life and encourage social integration, are prevalent in American universities. However, despite their benefits, these programs aren’t mandatory, leaving some students less prepared for the social demands of the workplace. As more companies prioritize candidates’ soft skills, having structured support systems can enhance students' readiness for roles where social interaction is non-negotiable.
Another longstanding aspect of campus life that is directly related to social engagement and leadership skill-building is university clubs and organizations. There has been clear evidence in national surveys that being active in student organizations is positively correlated with social integration and interpersonal skills. Universities are currently working to repair the damage left by the recent pandemic to these social systems, as disengagement became a way of life for many students.
A recent study on hospitality management students used the SAQ-A30 Social Anxiety scale, assessing discomfort across situations such as public speaking, interactions with strangers and responding to criticism. Results indicated significant anxiety levels, particularly in public speaking and interactions with the opposite sex — key aspects of the lodging industry. With many future managers experiencing social anxiety, the industry faces a pressing question: How can businesses bridge this readiness gap?
Implications for the hospitality industry
The study points to a critical gap in hospitality training. While universities impart theoretical knowledge and practical skills, they may not address social readiness sufficiently. Given that more than 9% of the global gross domestic product comes from the travel and tourism sector, investing in the soft skills of future managers is both a business and societal imperative.
Programs that encourage social confidence, provide real-life interaction scenarios and promote emotional resilience could go a long way in preparing students for the challenges of the lodging industry. Real-life interaction scenarios that truly prepare — and do not conceal — students to the challenges of the industry, including long hours and responding to guest demands.
Some work readiness does stem from internships. Work experiences through internships, if varied and provide an opportunity for students to get supervisory insights, are crucial to future leaders of the industry. Students that take advantage of the three summers between a typical four-year degree could gain more confidence and prepare for the industry.
Strategies for managers and employers
1. Continue the momentum toward an industry shift. Post-pandemic, the hospitality industry began to face some challenges that caused many workers to leave. Prioritize employee engagement and well-being. Review long-term compensation plans. Work with universities to share best practices that foster discussion around working conditions and internal/external customer interpersonal dynamics.
2. Invest in onboarding programs. Companies can help ease the transition by developing onboarding programs that focus on soft skills. Role-playing exercises, guest interaction simulations and communication workshops can empower new hires to navigate social situations confidently.
3. Mentorship and support networks make the difference. Pairing recent graduates with experienced mentors allows them to learn from seasoned professionals. Mentors can guide young managers through challenging social interactions, providing a safe space to develop these essential skills.
4. Encourage a culture of openness. Lodging companies that prioritize mental wellness and open dialogue around anxiety can foster a more inclusive, supportive environment. This approach can reduce stigma and encourage employees to seek help when needed, ultimately benefiting the company and its clients.
5. Incorporate social skills training in degree programs. Universities and colleges can partner with industry experts to refine curricula that emphasize social skills. From conflict resolution to public speaking, courses tailored to the lodging industry can better prepare students for real-world scenarios.
As the lodging industry continues to grow and adapt to changing consumer expectations, the role of managers becomes even more crucial. By acknowledging and addressing the impact of social anxiety on young professionals, the industry can pave the way for a generation of leaders who are not only technically proficient but also socially adept. It’s time to invest in the future of hospitality by supporting young talent in overcoming social anxiety, ensuring they’re ready to lead with confidence and empathy.
Dr. Miranda Kitterlin-Lynch is an associate professor in the Chaplin School of Hospitality and Tourism Management at Florida International University.
Katheldra Alexander is a 20-year veteran of the hospitality and food-service industry. During her career, Alexander worked at Hyatt Hotels Corp. during the 1996 Olympic Games, taught as an instructor at the Bahamas Hotel Training College and held roles in operations and training with Compass Group/Bon Appétit Management. Alexander is pursuing a PhD in Hospitality Management at the University of South Carolina.
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