How the travel sector is prioritising people

This year marked the second annual Destination Professionals Day (DPD) – a global initiative recognising the vital contributions of destination organisations and the professionals who power the sector worldwide.

 

From boosting economies to promoting cultural growth, destination professionals are the bedrock to not only the tourism industry itself – which was valued at $155.2bn in 2024 and projected to reach $513.1 billion by 2034 – but the stability of local communities and their residents’ livelihoods.

 

At an event hosted in collaboration with Expedia, representatives from across the industry explored the urgent need for workforce development, as well as the ways such internal investment can facilitate destination stewardship and support residents.

 

How travel is investing in people to meet evolving challenges

 

As destination organisations are asked to take on broader responsibilities from advancing sustainability goals to elevating the visitor experience investment in leadership, inclusive culture and internal capacity has become imperative.

 

Investing in the people who power the sector is no longer optional. Attracting, developing, and retaining talent is fundamental to delivering on the industry’s evolving priorities.

 

To tackle labour shortages, burnout and high turnover, destination organisations are stepping up efforts to position tourism as a viable, long-term career path. By working more closely with schools, colleges and universities, they are helping to make careers in destination management more visible, accessible and appealing to the next generation of professionals.

 

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

 

Destination organisations are also investing in the people who live within the communities they serve by giving back in meaningful ways while drawing on a deeper, lived understanding of local needs and priorities.

 

As a result, many are strengthening collaboration with public and private sector partners to recruit, train, retain and elevate talent that reflects the diversity, values and experiences of their communities.

 

Through these efforts, destination organisations are fostering more inclusive and supportive workplace cultures, while working more closely with government, industry and community stakeholders to advocate for housing and transport solutions that make it possible for people to live and work locally.

 

Through such practices, these organisations are building resilient, future-ready teams equipped to meet the industry’s evolving expectations.

 

By addressing workforce challenges at their source and strengthening internal capability through meaningful investment in people, they are leading with purpose and laying the foundations for a more sustainable future. 

 

Investing in destination professionals means investing in destination stewardship

 

Through sustained internal investment, destination organisations are also strengthening their role as destination stewards by shaping responsible tourism ecosystems where residents and visitors alike can thrive.

 

In response to the pressures of overtourism in recent years, many destination organisations are championing models that balance visitor demand with community wellbeing, ensuring tourism enhances rather than extracts from local life.

 

For example, the Vienna Tourist Board has adopted a strategy that moves beyond the binary of under- or overtourism through its concept of “Optimum Tourism.” 

 

Central to this approach is the rejection of tourist monocultures and closed value chains that limit public benefit. Instead, the city integrates cultural attractions and visitor experiences into local neighbourhoods, operating on the principle that the more accessible and embedded cultural offerings are, the greater their value for both residents and visitors.

 

By preserving the appeal of public spaces and promoting a polycentric model of development, Vienna safeguards quality of place across the entire city – ensuring investment and opportunity are distributed more equitably, rather than concentrated in tourism-heavy districts at the expense of residential communities.

 

As the industry evolves and its priorities broaden, sustained investment in destination professionals is critical to shaping a sector that not only meets commercial and operational demands, but does so with residents and local communities firmly in mind.

 

By placing people at the centre of strategy, the travel sector can respond to contemporary challenges while cultivating a happy and engaged workforce equipped and excited for the future.