The hospitality industry is one of the world’s great service engines, operating on a 24/7 model that has remained virtually unchanged for decades. Yet the workforce sustaining it is under pressure. In the Middle East alone, staff turnover in hospitality approaches one-third annually, a challenge compounded by rising demand and an ongoing shortage of qualified workers.
Tourism already accounts for 12 per cent of Dubai’s workforce, with hospitality’s GDP contribution projected to reach Dh195 billion ($53 billion) by 2025. By 2030, Dubai expects to add 20,000 hotel rooms as part of the UAE’s ambition to welcome 40 million guests annually, raising tourism’s GDP contribution to Dh450 billion ($123 billion). Meeting that growth will require an additional 30,000-40,000 hospitality staff in just five years. Retaining talent is no longer optional, it is a business imperative.
This is why flexibility has to be part of the solution. Traditionally, flexible work has been confined to office roles, leaving operational and guest-facing teams excluded. Yet global data shows the potential impact of change.
In Sharjah’s government sector, a move to a four-day week saw 90 per cent of employees report satisfaction, with 86 per cent noting higher productivity and 89.9 per cent improved performance. Internationally, 4 Day Week Global has piloted reduced hours across 200+ companies in markets from Ireland and the US to South Africa and Australia. Results were consistently positive: employees reported improved health, higher life satisfaction and less stress and burnout, while leaders saw stronger retention, improved recruitment, reduced sick leave and in some cases, revenue growth. At the end of the six-month pilot, companies rated the trial an average 9/10.
The economics are equally persuasive. The World Economic Forum (2022) found that every $1 invested in mental health delivers a $4 return in productivity and health outcomes. Corporate Wellness Magazine has also shown the link between healthier employees, lower healthcare costs, and fewer sick days.
For hospitality, where service quality is directly tied to loyalty and revenue, the business case is clear: well-rested, motivated teams deliver better guest experiences. In an environment where competition for both guests and staff is intensifying, that edge is invaluable.
Flexible work in hospitality will not be without challenges. It requires rethinking staffing models, optimising rotas and leveraging technology to ensure service standards are never compromised. But the global evidence suggests it is both possible and profitable.
The question is no longer whether flexibility belongs in hospitality, it is how quickly we can adapt. If the industry is to thrive, we must move beyond tradition and embrace models of work that sustain not just guests, but the people who serve them.
*Nina Petridis is General Manager at Radisson RED Dubai Silicon Oasis