How the tourism industry is investing in youth engagement

The global tourism industry stands at a pivotal moment in shaping and sustaining its future workforce.

 

As staffing shortages persist and younger generations seek careers with purpose and flexibility, attracting and nurturing the next wave of talent and leadership is a challenging but essential mission.

 

Recent conversations with destination leaders at Destinations International’s 2025 Annual Convention underscored that workforce development in the travel and tourism industry is an existential priority – as critical as funding, branding and advocacy.

 

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As one leader noted, “If we fail to solve workforce development, nothing else we’re building will matter.” To rise to this challenge, organisations are bridging the gap between education and industry, fostering early interest in hospitality careers, and prioritising long-term professional growth.

 

Building bridges between education and industry

 

A growing number of destinations are investing in school outreach to introduce hospitality and tourism – especially the variety of roles within destination organisations – as a viable and exciting career path. In Southern California, Visit Greater Palm Springs has implemented a youth engagement strategy focused on the core pillars of exposure, experience and empowerment.

 

Through its initiatives like Student Hospitality Day and Passport to Leadership, students are exploring the full breadth of opportunities – from hospitality to careers in marketing and events. The aim is to challenge outdated perceptions of the hospitality and tourism industry, showing young people how creative, community-driven and diverse the sector is.

 

Destinations across the UK and Europe are taking similar steps. Visit Scotland works with schools through its Young People and Tourism initiative to connect pupils with tourism professionals. Meanwhile, the Netherlands Board of Tourism & Conventions increases accessibility to tourism careers through partnerships with vocational schools.

 

Such programmes provide guest lectures, internships, and city tour projects that give students a first-hand understanding of destination marketing. These initiatives teach leadership and communication skills, inspire curiosity about local opportunities, and build pride by connecting students to their cultural heritage.

 

Young people are entering the workforce with their own expectations. Generation Z and Generation Alpha are values-driven, tech-savvy and socially conscious – looking for flexibility and purpose, as well as employers who understand their priorities. While young people are passionate and committed to their organisations, they seek opportunities that facilitate growth and reflect their personal values.

 

This shift in workforce expectations presents challenges and opportunities for a service-led industry. As one panellist at the Annual Convention noted, meeting young people where they are is essential. Whether this involves offering more flexible or hybrid work, embracing social media storytelling or creating purpose-driven roles with clearer career progression, the tourism sector must adapt to stay competitive. Continuous learning is key.

 

How to create systems of support for young people

 

To build a resilient talent pipeline that engages young people, destination organisations must invest in structured support systems that extend beyond simple exposure.

 

In Palm Springs, a longstanding scholarship programme has helped 60 students pursue higher education in hospitality-related fields. The programme includes financial and personalised mentoring, networking opportunities and career planning.

 

With an unprecedented number of applicants, the 2024 intake saw many students selecting hospitality management as their intended degree, reflecting the power of consistent outreach and meaningful engagement. 

Visit Jackson’s ambassador programme starts even earlier, educating 3rd grade students about the people, places and events that make Jackson, Mississippi, stand out as the “City with Soul.”

 

Similar support is growing in the UK. Organisations like Springboard run hospitality-focused mentoring schemes and national job readiness programmes. These initiatives target school leavers and college students, helping them gain hands-on experience to secure permanent roles in hotels, restaurants and tourism boards.

 

Investing in youth and shaping the future

 

As the tourism sector continues to evolve, destination organisations have a critical role to play in building inclusive, future-focused talent strategies. Youth engagement is not simply a workforce solution; it is a commitment to economic sustainability and community wellbeing – and reaffirms the industry as a global force for good

 

Destinations International recently published “Addressing the Importance of Workforce Development and Retention in the Travel Industry”. The brief introduces the association’s 10-year vision to attract talent and ensure representation in leadership.

 

Since its publication, Destinations International has connected with the workforce through focus groups to understand the challenges, opportunities, and needs of the industry. 

 

In addition, initiatives such as the association’s 30 Under 30 programme and Pathways to Success scholarship and professional development programme confirm a commitment to talent development and demonstrate what the future of tourism can and should look like: innovative, collaborative and community-minded.

 

While progress is being made, there is still work to be done. Whether it is establishing a school partnership, inviting students to the next industry event, or launching a local training initiative, every step counts.

 

The next generation is ready to lead – and the destination sector is working hard to welcome them, nurture their ambitions and ensure tourism remains a place where talent and purpose thrive.