Hospitality has always been defined by its people – and today, finding and keeping the right leaders has never been more important.
Here, Sam Seigler, founder and group managing director of recruitment firm, Trinity Bridge, discusses the talent landscape in Scotland’s hospitality sector, the qualities today’s leaders need and how businesses can compete for and retain the best people.
How would you characterise the current talent landscape in Scotland’s hospitality sector, especially at senior and management levels?
“It’s definitely improving. Over the last ten years, we’ve seen a much broader and more capable talent pool emerging across Scotland, and the growth and development of strong Scottish hospitality brands have really helped to elevate the sector.
“There’s a lot of ambition and professionalism in the market now – people who’ve grown up in Scottish hospitality, moved around the UK or internationally and are now bringing that experience back home. It’s a positive picture, and the quality of leadership has improved noticeably.”
What emerging trends are shaping senior talent needs of hospitality?
“We’re seeing a big shift in what defines a great leader. Yes, digital transformation, AI and technology all matter, but it’s becoming more about behaviours and leadership style than specific technical skills.
“The best leaders today are resilient, empathetic and entrepreneurial. They’re able to engage people, build trust and do more with less. That’s the reality of leading in today’s market, as margins are tight, change is constant and teams need to feel inspired and supported.
“Interestingly, although ESG and sustainability are big talking points, we’ve not yet seen as many senior-level hires in that space as you might expect. It’s still probably less than one per cent of senior appointments based on our research.”
What are the biggest barriers preventing Scottish hospitality firms from recruiting and retaining senior talent?
“The obvious ones are salary and geography. Scotland’s distance from major European hubs can make it a little harder to attract people who aren’t already based here.
“That said, the country has a huge amount going for it. It has a strong hospitality culture, world-class destinations and some brilliant homegrown operators. Once people are here, they tend to stay.”
How can smaller or regional hospitality businesses compete with big names?
“Smaller operators actually have some great advantages, especially when it comes to agility, visibility and culture.
“In larger organisations, leaders can feel like one small part of a big machine, whereas in smaller or regional businesses, they can have a direct impact. They can see the results of their work quickly and help shape the direction of the business.
“If smaller operators can offer a clear sense of purpose, genuine recognition and the ability to make real decisions, they can absolutely compete with bigger brands when it comes to attracting strong leaders.”
Once a company has hired senior talent, what are the most important retention levers?
“All the usual things matter – culture, work-life balance and opportunities for growth – but, in my experience, the most critical factors are quite personal.
“The first is the relationship with their line manager. Do they feel valued? Do they trust one another? That single relationship can make or break retention.
“The second is alignment with the business’ vision and values. Leaders want to know that what they’re building towards actually means something.
“And finally, there’s the ability to keep learning and developing. Senior people still want to progress, just in different ways. Of course, it’s important to remember people value different things, so listening and personalising your approach really matters.”
What mistakes or blind spots do hospitality operators commonly make when trying to retain senior-level people?
“The biggest mistake is taking your best people for granted, and it happens more often than you’d think.
“Leaders are usually very self-sufficient so, when they start to disengage, it can be subtle, but the warning signs are always there. The key is to listen, check in regularly and really understand what they need to feel fulfilled.
“A lot of companies think retention is about one big initiative, but instead it’s about consistent attention and genuine communication.”
Beyond base salary, what types of rewards are increasingly important at senior levels?
“Interestingly, not too much has changed here. We haven’t seen a major shift in the way senior leaders are rewarded, although we are seeing some candidates attach less weight to equity packages in recent years.
“Bonuses, profit-sharing and flexible benefits still matter, but the biggest reward for many leaders is feeling part of a business that values them and gives them the freedom to make a difference.”
Over the next five to ten years, what will distinguish hospitality operators who succeed at attracting and retaining strong leaders from those who struggle?
“Open-mindedness will be key – especially in Scotland. The businesses that succeed will be the ones that look beyond traditional backgrounds and are willing to consider different types of talent.
“They’ll focus on leadership qualities, not just skills and experience, and they’ll build management teams that are genuinely aligned to a clear, well-communicated vision.
“When people believe in where the business is heading, they’re far more likely to stay and grow with it.”
