This year marks a significant milestone for the European Hotel Managers Association (EHMA): it is the year that we celebrate our 50th anniversary. Established in Rome in 1974, EHMA began as a non-profit association comprising of hotel general managers committed to elevating service standards in Europe’s luxury hospitality sector. Our founding vision was clear: service is the quintessential tenet of quality hospitality. Half a century later, this principle still guides us, even as we adapt to the changing dynamics of the global hospitality industry.
EHMA is poised to significantly enhance its role within the hospitality landscape. Our vision is to be the premier association of hotel managers, representing the most distinguished hotels across Europe. We are committed to being the first port of call for those seeking to recruit experienced general managers and the primary resource for journalists requiring insights into the hospitality sector.
The future of EHMA and the broader hospitality industry is one of adaptation and innovation. The rapid evolution of technology, changing guest expectations and increasing emphasis on sustainability are shaping our strategic priorities. We foresee a hospitality industry that is more connected, guest-centric and environmentally conscious, with EHMA leading these transformations.
Expansion and engagement
From our inception with just a modest group of hotel managers, EHMA has grown to over 460 members, representing over 400 hotels across 24 European countries. This growth not only reflects our expanding influence but also our members’ commitment to excellence.
The ‘Annual Event – General Meeting’ sees members convene in one European country, engaging in robust networking and discussions about the association and emerging trends within the industry. High-level guest speakers address the audience on a variety of topical issues, ensuring that networking remains a key asset of the association, not only during the general meeting but throughout the year. Additionally, regional meetings further exemplify our commitment to regional engagement and the exchange of ideas across borders. These meetings foster an environment of learning and professional development.
The increase in our membership and geographic reach underscores our role in promoting Europe as a prime destination for global travellers while encouraging cross-border training and job exchanges. These gatherings are crucial for sharing best practices and pioneering strategies to navigate the industry’s complexities.
Celebrating excellence
Recognition of excellence remains a cornerstone of our activities. EHMA proudly bestows several awards annually, including the Italian and European Hotel Manager of the Year, the Sustainability Award, and the prestigious Hans Koch Lifetime Achievement Award. These accolades not only celebrate individual and collective achievements but also inspire our members to strive for greater heights.
The 50th anniversary celebration held at Hotel Excelsior Venice Lido Resort, themed ‘Human Capital’, was a key component of our 50th Annual General Meeting. It focused on innovative strategies to inspire and engage future hospitality leaders, underscoring the importance of continuous learning and adaptation in the sector. Additionally, the EHMA Shining Stars video, produced by Gianni Buonsante from Ingenia Direct, highlights the accolades and recognition received by our members in 2023, showcasing the vibrant community and familial spirit of our association.
Fostering sector development
EHMA is in the process of establishing various committees, each dedicated to a specific sector within hospitality management. These include committees for sustainability, technology and education, among others. Each committee is tasked with spearheading initiatives that not only reflect our members’ expertise but also contribute to the industry’s evolution.
The Sustainability Committee, for example, works tirelessly to integrate eco-friendly practices into every aspect of hotel management. This commitment is aligned with global trends demanding more responsible environmental stewardship within the hospitality industry.
The Technology Committee focuses on harnessing digital innovations to enhance guest experiences and streamline operations. From implementing smart room technologies to exploring the potential of AI in personalised guest services, their efforts are central to keeping our member hotels at the cutting edge of our industry.
The Education Committee collaborates closely with leading hotel schools like EHL and Nolan Cornell, ensuring that our members benefit from continuous professional development and access to the latest academic research and trends in hotel management.
Careers start well before the first day of a new job. A career is more than just a job – it is a longterm pursuit that can provide personal fulfilment, financial stability, and a sense of purpose. The importance of choosing a career lies in its ability to provide direction and focus for a student’s goals and aspirations. EHMA’s education committee has well understood this, leading us in putting together a multifaceted approach to implement. Such activities include engaging school outreach programmes, including interactive presentations and workshops that highlight the dynamic and diverse nature of the industry. Collaborating with schools to introduce hospitality courses or modules that can spark early interest. Field trips to top hotels, providing students with a firsthand look at the industry and offering of internships and summer job opportunities that can give students practical experience.
Educational collaborations and coaching
Our commitment to continuous learning is exemplified by our collaborations with prestigious institutions. These partnerships facilitate cuttingedge research and educational opportunities for our members, ensuring they remain at the forefront of industry developments.
Furthermore, the ‘Mentor Me’ programme, presented by Ivan Artolli and carried out by the EHMA Italian Chapter, has now reached its fifth edition and continues to achieve great success. One of the mentees shared their experience: “The Mentor Me programme was an incredible opportunity for me to meet gurus in the hospitality industry, especially my mentor, who pushed me towards professional, but also personal, growth. This path has made me gain more understanding about team management and made me realise the importance of constant commitment in performing the role of a leader.”
Our member Marco Truffelli, a hotelier and psychologist, together with clinical psychologist Dr Jan Ferris, have developed the RESILIRE Psychological Growth Programme in collaboration with EHMA, aimed at helping individuals lead and live better. Coaching combines the rigour of science with the nuance of practice. Their unique approach enhances psychological flexibility through emotional connection. This initiative focuses on psychological safety and self-awareness, supporting our members’ well-being and leadership skills that are crucial for navigating the pressures of high-level management roles.
As EHMA steps into its next half-century, we are driven by a renewed commitment to leadership, innovation and service excellence. Our ongoing initiatives and plans are not just about adaptation, they are also about setting new standards and leading by example. We will continue to foster a spirit of camaraderie among our members while pushing the boundaries of what is possible in the hospitality industry.
Our journey over the past 50 years has been outstanding, but the road ahead is even more promising. With a solid foundation and a clear vision, our association is set to redefine European luxury hospitality, ensuring that it remains as dynamic and vibrant as the regions we represent.
Human capital in the luxury hotel industry
A recent survey by Risposte Turismo, unveiled during the 50th Annual General Meeting of the European Hotel Managers Association (EHMA), has cast a spotlight on the significant challenges European hospitality managers face in human capital management. Conducted in March 2024 among over 120 general managers from 17 European countries, the study offers insights into the difficulties of sourcing new talent, the value placed on candidate attitudes, and the importance of remuneration for staff retention.
The survey revealed that 62% of GMs consider the acquisition of qualified candidates the toughest challenge in the industry. This difficulty is more pronounced in smaller hotels, with 75% of managers of hotels with fewer than 50 rooms struggling to recruit qualified staff. The challenge slightly decreases for medium-sized (50–200 rooms) and large hotels (>200 rooms), with 64% and 54% of managers, respectively, reporting similar issues. The most challenging roles to fill are those requiring significant operational experience (74%), followed by middle management positions (62%), junior staff (49%) and senior/top management roles (44%)
The survey highlighted that the most crucial factor for GMs in the recruitment process is a candidate’s attitude, including their motivation, desire to learn and interest in improvement. This was prioritised by 30% of respondents, followed by experience (25%) and personal values (20%). Surprisingly, academic qualifications and age were deemed less important, with only 4% valuing academic credentials and none considering age a significant factor. To attract young talent, 42% of GMs advocate for raising awareness through social media campaigns, while 23% suggest sector ambassadors, 19% recommend career guidance in schools, and 13% propose reviewing contract terms.
When it comes to retaining staff, the survey found that material benefits play a crucial role. Compared with a decade ago, employees now place higher importance on gross annual remuneration (82%), company welfare programmes and benefits (71%), and career opportunities (61%). Junior staff, typically in their roles for an average of 2.4 years, are the hardest to retain, followed by more experienced operational staff (5.2 years), middle management (6.6 years), and senior/top management (8.4 years).
The study also indicated a high level of mobility within the sector, with 53% of respondents noting a significant exchange of staff between hotels. There is also movement to other sectors within the tourism industry, such as travel agencies and tour operators (28%), though internal mobility within the same hotel is relatively low (10%).
The Risposte Turismo survey underscores the necessity for the European hospitality sector to adopt comprehensive strategies for talent acquisition and retention. By focusing on attitudes, providing competitive remuneration, and improving welfare programmes, the industry can better navigate the challenges of human capital management and continue to thrive in the competitive global market.
