Upskilling and Reskilling in Spain: Preparing Hospitality for the Skills Shift

Spain’s hospitality industry has long been one of the pillars of its economy, employing approximately 1.85 million people and serving as one of the country’s most visible sectors internationally. However, as hospitality evolves under the influence of digital transformation, sustainability requirements, and changing workforce expectations, the question is no longer whether skills need to evolve – it is whether the sector can adapt quickly enough.

Upskilling and reskilling are increasingly becoming strategic priorities rather than isolated training activities. They represent a response not only to technological change, but also to labor shortages, talent retention challenges, and new expectations regarding professional development.

The skills challenge in Spanish hospitality
The current situation in Spain presents an interesting paradox. Hospitality remains a major employer, yet companies continue to struggle to find and retain qualified talent.

Recent labor market analyses indicate that 70.16% of service-sector vacancies are difficult to fill due to qualification mismatches (SEPE, 2025). At the same time, only 54% of hospitality employees in Spain view the sector as a long-term career path, suggesting a challenge that extends beyond recruitment and into engagement and professional development (Booking.com, 2025). 

The issue is not necessarily a lack of workers. Instead, the gap increasingly lies between existing competencies and emerging industry needs.

For years, hospitality relied heavily on operational expertise and interpersonal abilities. These remain essential, but the profile of the hospitality professional is expanding rapidly. Today’s environment requires employees and managers who can combine customer orientation with digital literacy, sustainability awareness, business understanding, and adaptability.

Digitalisation: beyond using technology
Digital transformation in hospitality is often associated with automation, online booking systems, and contactless services. However, digital competencies increasingly involve more than simply operating technology.

Evidence from Spain suggests that while hospitality employees demonstrate relatively solid basic digital capabilities, significant gaps remain in strategic and analytical skills. Areas such as data analysis for profitability improvement are becoming increasingly relevant (Booking.com, 2025). 

Interestingly, employers are also reinforcing this direction. Around 30% of Spanish employers identify technology use for improving operational efficiency and customer service as a training priority (Booking.com, 2025). 

This reflects an important shift: hospitality professionals are not only expected to use technology but also to understand the information generated by that technology and transform it into decisions.

Future competencies may increasingly include:

  • Understanding customer behavior through data
  • Managing online reputation
  • Using digital collaboration tools
  • Applying technology to improve service personalization
  • Supporting operational efficiency through analytics

Sustainability is becoming an operational skill
Sustainability has moved beyond being a communication strategy or a marketing message. Increasingly, it is becoming embedded in day-to-day operations.

Research highlights the importance of strengthening green skills, including waste reduction, energy management, environmentally responsible practices, and sustainable resource use. These competencies are no longer limited to specialized sustainability roles; they increasingly affect departments ranging from housekeeping and food service to events and management. 

The transition toward greener operations is also creating a need for reskilling among existing employees. Rather than replacing workforce capabilities, organizations increasingly need to help workers adapt existing expertise to new operational realities.

Soft skills remain critical
Despite rapid technological change, human interaction continues to be one of hospitality’s defining characteristics.

Spain demonstrates a particular strength in communication capabilities. Around 82% of employees perceive themselves as highly competent in verbal communication (Booking.com, 2025). 

However, studies suggest that future competitiveness may depend on strengthening broader transversal competencies, including:

  • Problem solving
  • Leadership
  • Customer orientation
  • Ethical decision-making
  • Team collaboration
  • Creating positive work environments

Soft skills are also increasingly linked to the industry’s green and digital transition. Research suggests that successful reskilling strategies support not only technical adaptation but also employability and long-term talent retention. 

Learning pathways matter as much as content
One particularly interesting finding from Spain concerns motivation for learning.

Spanish hospitality professionals appear to place high value on formal recognition and credentials. Around 53% report being motivated by industry recognition, while 48% value certificates from accredited institutions (Booking.com, 2025). 

This suggests that the conversation should move beyond asking what skills should be taught and toward understanding how learning is delivered.

Traditional approaches to training may face challenges in hospitality environments characterized by:

  • Operational intensity
  • Seasonal workforce fluctuations
  • High staff turnover
  • Limited time availability
  • Large numbers of small and medium-sized enterprises

Increasingly, organizations may need learning models that are:

  • Flexible
  • Modular
  • Practical
  • Industry-aligned
  • Recognized by employers

This is where initiatives such as micro-credentials and projects like MCEU become relevant – not as replacements for formal education, but as complementary tools that allow professionals to acquire targeted competencies and demonstrate them through recognized learning evidence.

Looking ahead
The discussion around upskilling and reskilling in Spain is ultimately not only about training budgets or new technologies.It is about preparing people for a changing industry while simultaneously making hospitality a more attractive and sustainable career choice.

The challenge is not simply delivering more courses.The challenge is creating learning experiences that fit the reality of hospitality work and provide visible pathways for growth.

As the industry continues to transform, the organizations that invest strategically in skills development may discover that training is not merely an operational expense – it is increasingly becoming a competitive advantage.


Sources and reports

  • Booking.com. (2025). Skills and workforce development issue brief for hospitality and accommodation sectors.
  • Servicio Público de Empleo Estatal (SEPE). (2025). Informe de prospección y detección de necesidades formativas.
  • Tourism and Hospitality Research Reports. (2024). Skills gaps and workforce transformation in European hospitality sectors.
  • TourX Project. (2024). Tourism resilience and skills development report.
  • European accommodation sector skills study. (2023). Soft skills and dual transition challenges in hospitality.