The hospitality industry is evolving rapidly, and so are the skills professionals need to thrive. On April 29, 2025, Hosco hosted a roundtable as part of the Micro-Credentials for the European Union (MCEU) project – an Erasmus+ co-funded initiative dedicated to upskilling the hospitality workforce through demand-driven micro-credentials. MCEU brings together education institutions, employers, and digital platforms to develop short, recognized learning credentials tailored to industry needs. Its goal is to support continuous upskilling and reskilling, especially around the green and digital transition, making career growth more accessible across Europe. According to ​Deloitte, the urgency is clear: the World Economic Forum projects that about 39% of core skills will be outdated by 2030, and industry employers widely cite skill gaps as a major barrier to growth. Backed by Erasmus+ funding, MCEU aims to bridge these gaps by ensuring training content is closely aligned with what hospitality employers actually demand.

Moderated by Raksha Daryanani, the panel featured hospitality and education leaders:

  • Gerard du Plessis, AVP International Sales, Lobster Ink (Ecolab)
  • Craig Thompson, CEO, THE-ICE
  • John Lohr, Executive Director External Affairs, Dusit Thani College
  • Krumma Jónsdóttir, Performance Strategist & Positive Psychology Expert
  • Pascaline Hazart, VP Accor Academy Europe & North Africa

This article captures the key insights and quotes from the session, organized into thematic sections mirroring the panel discussion:

  • Evolving Skills in Hospitality
  • Aligning Education with Industry Needs
  • The Green and Digital Transition
  • Mindsets and Lifelong Learning
  • Making Micro-Credentials Work

Evolving Skills in Hospitality

The discussion opened with results from a large-scale survey of over 3,800 hospitality professionals in 31 countries. The survey revealed that core operational skills like handling complaints, staff supervision, and quality control remain top priorities across departments. Yet, emerging needs in digital and sustainability skills are underappreciated by many professionals despite growing employer emphasis.

Gerad Du Plessis of Lobster Ink, noted that the very definition of a qualified hospitality professional is broadening. “It’s a blend now: mastering hospitality basics like service recovery is still vital, but new competencies around technology and sustainability have entered the picture for even frontline roles,” emphasizing how job requirements are no longer limited to the traditional skill set. Hospitality staff today might be expected to troubleshoot a new property management system or implement eco-friendly initiatives, on top of delivering great guest service. The consensus was clear – hospitality skills are evolving, and staying relevant means expanding beyond comfort zones.

Crucially, the survey identified five cross-functional skills as top priorities across departments, which have been selected for focused development under the MCEU project. 

  • Waste Reduction and Recycling (Green): e.g. “reduce, reuse, recycle” practices in operations like housekeeping and spa.

  • Minimizing Environmental Impact (Green): cutting the negative impact of consumption (for instance, in events or culinary departments).

  • Quality Control Supervision (Managerial): ensuring service and product quality, applicable in F&B, events, culinary, etc.

  • Digital Collaboration (Digital): effectively using digital tools and platforms to work together (a skill now essential in all departments).

  • Food Safety and Hygiene Compliance (Technical): upholding standards of food safety (critical in culinary, F&B, and bar roles).

“These five skills emerged as top priorities across departments and have been selected for micro-credential development,” the moderator explained, noting that many of these – especially the green and digital skills are currently under-recognized by staff despite being grounded in employer needs. Each skill is tied to specific job functions to ensure training is practical and scalable. The takeaway: staying relevant in hospitality now requires expanding beyond traditional skills.

 

Aligning Education with Industry Needs

A recurring theme in the discussion was the mismatch between hospitality education and industry expectations. Craig Thompson, CEO of THE-ICE, addressed this disconnect from an educator’s standpoint: “To close that gap, schools need to partner much more with employers when designing curricula. We have to integrate real-world skills – whether it's problem-solving, digital literacy, or understanding sustainability – as core competencies, not electives.” Thompson emphasized that hospitality programs should evolve in tandem with industry changes so graduates enter the workforce better prepared. This includes exposing students to practical experiences and case studies on current issues like implementing green practices in hotels or adopting new guest-facing technologies.

From the employer side, Pascaline Hazart of Accor Academy agreed that closer collaboration is key. She pointed out that large hotel groups like Accor are eager to share data on emerging skill needs with educational institutions. “When academia and industry speak the same language, it benefits everyone – students graduate with relevant skills and employers get talent ready to hit the ground running.”

The panelists called for more industry-driven curriculum updates, internship programs focused on modern skill application, and even co-design of micro-credentials. Given that 63% of employers globally identify skill gaps as a major barrier to business transformation, as highlighted in a Deloitte report, there is a strong incentive for all stakeholders to work together. As Thompson summed up, “Hospitality education can’t operate in a silo – we must continuously adapt so that what is taught anticipates what employers will need, not what they needed yesterday.”

The Green and Digital Transition

Sustainability and digital transformation are reshaping how hotels and restaurants operate, from energy-efficient buildings to AI-driven guest services. Yet the MCEU survey results showed a perception mismatch: many employees felt confident in their technical and operational skills but ranked green and digital skills as low in personal importance – often viewing them as management’s responsibility. Meanwhile, employers expect staff at all levels to contribute.

John Lohr, executive director of external affairs at Dusit Thani College, illustrated that “I’ve seen a hotel empower its staff as ‘sustainability champions’ – housekeepers, chefs, front desk agents each finding ways to reduce waste or save energy in their area. It wasn’t just a top-down mandate; everyone had a role, and that made green practices stick.” This depicts that successful sustainability initiatives require grassroots engagement from employees who understand how it benefits their work and the guest experience.Lohr also emphasized the importance of digital upskilling. A resort he worked with introduced a new property management system alongside comprehensive training. The result: smoother adoption and higher engagement.

From the corporate perspective, Pascaline Hazart emphasized making sustainability and digital literacy relatable for staff. “Sustainability isn't just a corporate initiative – it’s part of everyone’s job now,” she said. “We encourage every team member, whether in the kitchen or at the front desk, to find small ways to operate more sustainably. It could be as simple as reducing food waste or optimizing energy use during a shift. The idea is to make green practices concrete, not abstract.” 

Digital and green skills must be demystified and integrated into everyday work. Job postings requiring at least one green skill increased by 22% in a year, showing that what was once optional is now essential based on findings from The Future Jobs report 2025.

Mindsets and Lifelong Learning

Beyond technical know-how, the roundtable delved into the human skills and mindsets that enable hospitality professionals to thrive amid change. These skills relate closely to emotional intelligence, adaptability, and leadership potential. Krumma Jónsdóttir, a positive psychology expert and performance strategist, stressed that cultivating the right mindset is just as crucial as formal training. “Emotional intelligence isn't just a buzzword; it’s how your staff react in stressful situations, how they empathize with guests and colleagues. Those qualities directly impact service quality and team performance.” She explained that skills such as conflict resolution, effective communication, and resilience can be developed through practice and coaching – and that doing so pays off in more agile, high-performing teams.

 

Jónsdóttir emphasized the need to foster a culture of continuous learning. Surprisingly, only about 25% of employees strongly feel their organization supports learning new skills, a Gallup study reveals. "In hospitality, every day offers learning opportunities – a new guest request, an idea from a colleague," she stated. Leaders should model learning behavior themselves, which helps remove the stigma that learning is only for the inexperienced.

Strategies for promoting lifelong learning included:

  • Bite-sized, on-the-job training
  • Cross-training across departments
  • Recognition for self-driven development

This mindset shift is essential to helping staff adapt and grow within the industry, even amid tight schedules and high workloads.

Making Micro-Credentials Work

As the session drew to a close, the panelists agreed that micro-credentials hold great promise for the hospitality sector, but they must be implemented thoughtfully. It’s about striking the right balance: making them rigorous enough to be meaningful, yet flexible enough to meet people “where they are.” When done right, micro-credentials can complement formal education and on-the-job training, creating an agile upskilling ecosystem that keeps pace with industry change.

Micro-credentials are short, targeted courses that validate specific skills. In MCEU, they are co-designed with employers, tied to actual job functions, and intended for workers at all levels. The panel unanimously emphasized the potential of micro-credentials to bridge the gap between education and employability – if designed and delivered effectively.

Craig Thompson noted, "We can’t just drop a new concept like micro-credentials into the system and expect it to work. They must be learner-centered and industry-approved."

Gerard du Plessis highlighted their modular flexibility: "Micro-credentials allow for upskilling in real-time and in small units, which works well in a dynamic industry like hospitality."

John Lohr stressed the importance of recognition and transparency: "Employers must see the value in these credentials and trust their quality."

Pascaline Hazart added, "They also empower staff by making career progression more visible and achievable."

Krumma Jónsdóttir pointed out that for micro-credentials to succeed, they must not only teach technical skills but also help people grow their confidence and mindset: "We’re talking about enabling transformation—not just ticking boxes."

The flexibility of micro-credentials makes them ideal for hospitality: staff can train while working, and employers can track incremental progress. This modular approach suits an industry with high turnover and limited time for traditional learning.

Conclusion: A Call to Action for Continuous Upskilling

The MCEU roundtable concluded with a clear message: future hospitality success hinges on collaboration between education, industry, and professionals committed to continuous growth. Hospitality leaders and educators must jointly ensure that micro-credentials are relevant, credible, and accessible.

Embracing change, prioritizing lifelong learning, and adopting new skills will position hospitality professionals to thrive in an increasingly dynamic industry. As panelists agreed, the future belongs to those who continuously learn and adapt, ensuring they’re not just keeping up but actively driving the industry forward.