This spring, Destinations International hosted a series of workforce listening sessions as a foundational step in shaping our 10-year Workforce Strategy. We met with five key audiences: CEOs and Executive Directors, People and Culture leaders, 30 Under 30 alumni, Coordinators, and Community Engagement professionals. Our goal was to gain a deeper understanding of what it would take to build a workforce that is future-ready, community-rooted, and aligned with the values of our industry. The sessions revealed alignment, urgency, and surfaced deeply personal experiences and gaps, as well as a shared desire for action.  

While each group explored a unique set of questions, two cross-cutting themes offered insight into what matters most: 

Why Does Investment in Workforce Development Matter?  

• CEOs named workforce development as an existential priority, and as critical as funding, branding, or advocacy. “If we don’t solve workforce development, nothing else we’re building will matter.”  
• To People & Culture leaders, workforce development bridges the gap between talent and trajectory. Strong employees are not lacking, but support systems are.  
• To 30 Under 30 alumni, workforce development signals that the industry does not just value their work today but is actively building structures to support their leadership tomorrow.  
• Investment makes retention possible. Coordinators described loving the mission of their organizations but feel a lack of mentorship and visibility around future growth.
• Community Engagement leaders spoke strongly about workforce development’s sustainable impact, saying, “workforce development is economic development.”

How Can Our Workforce Better Reflect Our Communities?  

• CEOs emphasized that relevance depends on presence: “If our workforce doesn’t reflect our community, we lose credibility and our future.”  
• People & Culture leaders pointed to actions like well-rounded hiring networks, peer-led interviews, and culturally informed onboarding.  
• 30 Under 30 alumni emphasized the need for visible, authentic pathways to leadership. They shared that emerging professionals want to see that people from all backgrounds can rise, lead, and be supported throughout their journeys.  
• Like 30 Under 30 alumni, Coordinators want to engage with and be exposed to leaders who share their lived experiences.  
• Community Engagement leaders emphasized the importance of long-term investment in outreach through youth programs, multilingual job fairs, and partnerships that bridge school-to-career pathways.  

We also learned that across each audience, we’re more aligned than we think. Five takeaways stood out to demonstrate this:  

1. Workforce Development Isn’t Optional  

Without people, we would have no industry. Professionals seek meaningful onboarding experiences and strategic development opportunities. A 30 Under 30 alum reminded us why so many stay: “You won’t get rich in this industry, but you’ll live richly.”  

2. Clear Pathways Are the Missing Link  

Coordinators shared that advancement feels impossible in flat organizations with limited turnover. Meanwhile, CEOs have admitted that succession planning is usually reactive. Across every session, the challenge of mobility became clear. One 30 Under 30 alum said, “There’s a next rung on the ladder, but no scaffolding to reach it.”  

3. Belonging is at the Heart of Retention  

From frontline staff to executive roles, participants underscored that belonging must be embedded into how we hire, lead, and grow. This is especially urgent in communities where destination organizations may be the only institution focused on hospitality workforce access. Coordinators and 30 Under 30 alumni emphasized the emotional toll of being “the only one” on their teams, and how mentorship and cultural representation could shift that reality. People and Culture teams shared examples of how peer-led interviews and employee-driven onboarding programs are making a difference. 

4. Storytelling Is Critical  

To attract and retain the next generation, we need to show, not just tell, what a career in tourism looks like. That means real stories, human journeys, and visible proof that success is possible.  

5. Everyone Deserves Access to Training  

Whether you’re an executive leader or at the beginning of your career, development matters. However, access can sometimes depend on job title or budget, rather than need or readiness. Coordinators said they’re often left off the list for conferences or coaching. 30 Under 30 alumni called for apprenticeship-style leadership development. CEOs said training must expand beyond the C-suite, while People and Culture leaders requested virtual, scalable models with peer learning built in.  

So, What’s Next?  

This is just the beginning. Conversations like these will take place throughout the 2025 Annual Convention. Over the coming months, Destinations International will release deeper takeaways from each audience and highlight member best practices. We will conduct additional listening sessions with members, partners, students, and educational institutions, asking: How can we build a tourism workforce that reflects our values, grows intentionally, and is prepared for what’s next?  

As we continue building our long-term workforce vision, we invite you to stay engaged. Read our 10-year Workforce Strategy and contact [email protected] to share your perspective, offer an idea, or get involved.