When hospitality employers need a new supervisor or manager, the search often begins outside the organization. A job is posted, applications are reviewed and interviews are scheduled. Eventually, someone new is hired and introduced to a workplace, team and operation they are still learning. Meanwhile, a promising future manager may already be working there.
She may be the employee colleagues turn to when they need help, the person who stays calm during a difficult shift or the team member who supports new employees. She notices problems early, takes initiative and finds practical solutions when plans change. She already knows the customers, the team and the daily realities of the workplace. What she may not have is formal leadership training or a clear opportunity to take the next step.
Leadership potential does not always come with a title
Some employees make their leadership potential obvious, while others lead more quietly. They build trust, share knowledge and help maintain standards when managers are busy. They understand how decisions affect the people doing the work and often become a source of support for other employees.
These team members may have many of the qualities needed to become strong supervisors. However, moving from being a capable employee to leading a team requires a different set of skills. A first-time manager may need to learn how to:
- Communicate clear expectations
- Coach and support other employees
- Handle workplace conflict
- Provide constructive feedback
- Solve problems under pressure
- Organize work and delegate responsibilities
- Balance the needs of employees, customers and the organization
Employees do not automatically develop these skills simply because they perform well in their current roles. They need training, opportunities to practise, useful feedback and an employer who recognizes their potential.
The leadership gap in hospitality
Canadian data show how women’s representation declines as hospitality employees move into more senior positions. A 2024 Statistics Canada analysis, based primarily on the 2021 Census, found that women represented 52.1% of non-management employees in accommodation and food services. That representation fell to 46.8% among middle managers and 32.4% among senior managers.
The figures suggest that attracting women to hospitality is only part of the challenge. Employers must also create opportunities for women to develop leadership skills, gain relevant experience and prepare for management roles.
The Statistics Canada analysis also found broader gaps for racialized women. Across Canadian industries, racialized women represented 26.9% of women in non-management positions but only 22.5% of women in middle-management roles. While representation varies by industry and racialized group, the findings point to barriers that can appear well before women reach senior leadership.
When performance is recognized but potential is overlooked
Leadership potential can also be underestimated. A 2026 study published in the American Economic Review examined 29,809 management-track employees at a large retail organization. Researchers Alan Benson, Danielle Li and Kelly Shue found that women received lower ratings for their future potential despite receiving higher performance ratings.
These assessments accounted for approximately half of the gender gap in promotions. The lower potential ratings also failed to predict future results accurately. Women subsequently outperformed male colleagues with comparable potential ratings, including employees who were promoted.
The study is especially relevant for frontline workplaces where decisions about advancement may depend partly on a manager’s perception of who “looks like” a future leader. Without a structured development process, employers may overlook capable women who are already demonstrating many of the qualities their organizations need.
Developing internal talent benefits the workplace
Promoting from within gives employers access to leaders who already understand their operation. An internal candidate knows the pace of the workplace, the expectations of customers and the challenges employees face during a shift. She also has existing relationships with her colleagues and a practical understanding of how work gets done.
Leadership development can support retention by giving employees a reason to imagine a future with the organization. When people see genuine opportunities to learn, advance and take on new responsibilities, they are more likely to remain engaged and consider building their careers where they already work.
A management position does not need to be immediately available for leadership development to be worthwhile. Preparing employees for future roles strengthens succession planning and gives employers a deeper pool of people who are ready when opportunities arise.
Turning potential into preparation through BEACON
The Hospitality Workers Training Centre created BEACON to help racialized women working in entry-level hospitality roles prepare for future supervisory and management opportunities. BEACON stands for Building Equity and Championing Opportunities Now.
Through paid leadership training, industry-recognized certifications, coaching and practical workplace experience, participants develop skills they can bring back to their employers and teams. The program helps women strengthen their communication, coaching, problem-solving and decision-making skills while gaining a clearer understanding of what it takes to lead others.
Employers participate by nominating a woman within their organization who has demonstrated potential and would benefit from structured leadership development. HWTC provides the training at no cost and supports the participant as she builds her confidence, knowledge and practical experience.
The next BEACON cohort begins in September 2026. Employers can start by considering the women already working within their organizations. Who takes initiative, supports others and cares about doing the job well? Who understands the workplace and could become a strong supervisor with the right opportunity?
Your next great manager may already work for you. Employers can nominate an employee for the upcoming BEACON cohort or contact HWTC to learn more.
HWTC works with participating employers and employees throughout the program. Training costs are covered, and eligible employers can receive wage support for the time their employee spends participating in the training.
Why participate in BEACON?
BEACON gives employers a practical way to develop leadership talent from within their existing workforce. Participants already understand their workplace, customers, colleagues and daily operations. Leadership development helps them add new management skills to that knowledge.
The program can also help employers strengthen succession planning and prepare employees for future supervisory vacancies. Providing a visible development opportunity shows employees that their contributions are recognized and that advancement within the organization is possible.
For the nominated employee, participation can provide training, experience and an important vote of confidence. Her employer has recognized her potential and is willing to support her next step.
Nominations are now open
The next BEACON cohort begins on September 14th. Space is limited, so interested employers are encouraged to begin identifying potential participants.
If there is a woman on your team who is ready to grow, BEACON can help her develop the skills, confidence and experience needed to prepare for leadership.
Employers can nominate an employee or contact Gerri@hwtc.ca
