Nearly half of Swiss hotels are struggling to recruit staff. In response to this crisis, the industry is stepping up efforts to make hospitality careers more attractive, explains Martin von Moos, President of HotellerieSuisse.
In May 2022, Zurich’s two 25Hours hotels reduced the workweek to 38 hours, spread over four days instead of five. The result: job applications jumped by 30%. Across Switzerland, 44% of hoteliers report recruitment difficulties, according to a 2023 survey by HotellerieSuisse. The Federal Statistical Office recorded 5,700 vacancies in the sector during the first quarter of 2025 – a 7% increase compared to the end of 2024. Alpine regions are particularly affected due to a housing shortage. To tackle the problem, many players in the industry are rethinking their approach, offering greater flexibility, along with financial incentives such as pay raises or loyalty bonuses. However, negotiations in July 2024 to adjust minimum wages for 2025 failed. Martin von Moos outlines the challenges that must be addressed to overcome the labor shortage.
What are the causes of this major staffing crisis? Are some establishments more affected than others?
Martin von Moos: The shortage is mainly driven by the retirement of the baby boomer generation, while there simply aren’t enough young people to take their place. All sectors are affected, but those that require a large workforce – like hospitality – are feeling it more acutely. At the same time, employees’ expectations have evolved: they’re looking for more flexibility, better work-life balance, and jobs that feel meaningful. The situation impacts all types of establishments, but some face greater recruitment challenges than others. In mountain regions, for example, the lack of staff accommodation makes things even more difficult.
What measures is the sector putting in place to address these challenges?
von Moos: The industry is focusing on improving working conditions through strong social partnership. Thanks to this framework, companies can offer employees continuing education and training opportunities funded by the National Collective Labor Agreement (CCNT) – a key instrument for retaining talent and supporting career progression.
Yet the negotiations to adjust minimum wages in the sector for 2025 were unsuccessful...
von Moos: With no agreement reached between social partners, the arbitration tribunal set the minimum wages for the hospitality sector for 2025 this past January. Despite intense discussions, no compromise was found in time. The industry is now looking ahead: new negotiations will begin in the fourth quarter of 2025 to create a modernized version of the CCNT, which is expected to be adopted by 1 January 2028. The aim is to align working conditions with the sector’s current needs and improve its overall appeal. A separate agreement has already been reached on minimum wages for 2026 and 2027, allowing negotiators to focus fully on revising the collective agreement. In this context, HotellerieSuisse welcomes the return of GastroSuisse to the discussions, after several years of absence.
How is HotellerieSuisse supporting businesses during this crisis?
von Moos: The association is focused on boosting the appeal of the industry. In 2024, it launched the #lovetohost campaign on social media to showcase the strengths and career opportunities in hospitality. It also introduced the "TOP Training Company" label across all member establishments, aimed at strengthening the quality of vocational training for young people through hands-on workplace support.
On the benefits side, the "Staffdeals" program allows employees of HotellerieSuisse member hotels to enjoy non-monetary perks such as discounts and special services. Meanwhile, the Métiers Hotel Resto (MHR) initiative, developed in collaboration with GastroSuisse, was given a refreshed visual identity last year. Its goal is to raise nationwide awareness of the sector’s ten vocational training paths among young people, parents, teachers, and anyone considering a career in hospitality.
Some establishments are experimenting with a four-day workweek or offering financial incentives to attract talent. Are these effective solutions?
von Moos: A four-day workweek can certainly boost an employer’s appeal and help staff achieve a better work-life balance. That said, its implementation depends heavily on the company’s size, structure, location, and whether it operates seasonally or year-round. Constraints often stem from work organization, staffing levels, opening hours, and the services provided. Labor law must also be taken into account, particularly with regard to night work, overtime, and rest periods.
As for bonuses and other financial incentives, they can definitively be part of a strong employer branding strategy. But they’re not a substitute for a comprehensive HR policy as they complement it. Over the long term, the key success factors remain company culture, a sense of purpose, work-life balance, and leadership structures.
Have these initiatives and changes helped improve the situation since 2023?
von Moos: The situation has improved since the end of the pandemic, but many challenges remain, and competition to attract young talent is still fierce. When it comes to new forms of work organization, each establishment must tailor its approach to its specific context, take staff needs into account, and implement changes in close dialogue with employees.
