One conviction emerged clearly from the debate: the sector has reached a turning point. It's no longer enough to ask how to find people; we must also ask ourselves how to structure companies, creating organizational models capable of attracting, motivating, and retaining staff and nurturing the best talent.
Introducing the proceedings, Dany Stauffacher brought the discussion to a very concrete level, inviting the speakers to address not abstract formulas, but the real issues of the present: training, selection, quality of work, and the sustainability of business models.
In his speech, Markus Venzin outlined the perspectives that distinguish EHL Group, one of the most prestigious international hospitality training institutions. His contribution highlighted how the topic of people is now central to the training process, even before entry into the job market. "We place a strong focus on human resources. We distinguish ourselves by developing skills that can be applied in a variety of fields. Unfortunately, however, a significant portion of students trained in the hospitality sector end up pursuing other career paths. This fact, on the one hand, confirms the value and transferability of acquired skills; on the other, it highlights the difficulty traditional hospitality has in retaining young talent. The key is not just teaching a trade, but guiding students on a journey that connects them with the meaning of work, its growth prospects, and the complexity of professional experience. This is why the EHL model is based on a strong integration between practice and management: students experience operational activities, service, cooking, housekeeping, and reception, but passion alone isn't enough to make a sector attractive. A managerial culture capable of providing perspective, organizational quality, and dignity to work is needed.
From the perspective of the international hotel industry, Beatrice Sangiovanni emphasized the direct relationship between organizational culture, internal well-being, and the quality of the guest experience. In her view, people are not an afterthought, but a key competitive advantage. "Marriott's culture is one of sharing, care, and well-being. This means creating a sustainable environment for employees, from a physical, psychological, and personal perspective. Especially in the luxury segment, service cannot be reduced to standards and procedures. Today, guests seek experience, authenticity, and connection. And this quality inevitably comes from the people who work in the properties. Guests are no longer simply looking for a beautiful building or interesting design: they're looking for experiences. And the human factor is essential, because in 80% of situations, it's a person who brings emotions to the guest."
Large groups have more dedicated tools and investments, but according to Sangiovanni, even smaller companies can achieve a lot if they start with a coherent culture and genuine attention to people. "The most critical moment," he added, "is not so much recruiting, but onboarding. That's when the company must truly commit, sharing culture, responsibilities, information, and expectations."
Dario Parizzi emphasized how the problem is too often mischaracterized: it's not simply a lack of staff, but a crisis of attractiveness in organizational models: "The problem is that the model must evolve, otherwise we'll always get the same result, and the implicit pact of the sector—passion in exchange for sacrifice—no longer holds. The new generations, and not only them, are no longer willing to accept opaque, unbalanced working conditions lacking a clear vision. Today, this is no longer possible. People aren't just looking for work: they choose."
This is where the paradigm shift comes in: it's not enough to simply "look for staff," we need to build companies that are perceived as desirable places to work. Companies' work, therefore, begins even before the interview: in the way they present themselves, organize themselves, and keep their promises." Parizzi then identified three strategic areas to work on: retention, recruitment, and onboarding. But he clarified that the most effective selection process isn't limited to assessing compatibility with a role, but rather seeks out people suited to a project.
Alessandro Fadda 's contribution brought the perspective of management training applied to food and beverage. His presentation was particularly insightful on the topic of entrepreneurial skills, often taken for granted in the restaurant industry. "There's one thing the real estate and restaurant industries have in common: many people think they can make money easily and, above all, they think they don't need any skills to do so. One of the structural weaknesses of the sector lies precisely in the lack of managerial preparation. Knowing how to cook, serve, or create an atmosphere isn't enough: running a business requires planning, economic vision, organizational skills, and leadership. The quality of work and the ability to retain people also depend on whether companies are solid, clear, and well-organized. A company that doesn't know how to plan, communicate its project, or analyze its numbers will be unlikely to create a credible work environment." Fadda also emphasized the importance of combining two dimensions that are too often contrasted: aptitude and competence. "I'm torn between a smile and competence: a smile makes the guest feel at home, but I also want service. That's why I think selection should also consider competence."
This summary captures one of the most interesting points of the debate: the hospitality of the future cannot be solely technical or empathetic. It must be the ability to combine relationships, professionalism, organization, and work culture.
In the final part of the panel, the question posed by Dani Stauffacher was as simple as it was crucial: has this “human revolution” already begun, or are we still in the awareness phase?
The responses revealed a common position: change is underway, but we're still at the beginning. There are encouraging signs, virtuous practices, new insights, and progressive examples. However, the sector as a whole has not yet completed the necessary cultural leap. This is perhaps the most significant conclusion of the discussion. Hospitality and catering can no longer be thought of as worlds governed solely by passion, sacrifice, or improvisation. They require high-level training, managerial culture, attention to detail, clear processes, and genuine attention to people. Above all, they need businesses capable of making a promise and keeping it. The question that gave the panel its title—who will lead the restaurants of the future?—thus finds an initial answer: they will be led by those who combine skills, vision, and responsibility. Not only towards the customer, but also towards those who, every day, make the hospitality experience possible.
