Developing hospitality talent from within: the value of investing in people
For Raphael Herzog, General Manager at De Vere Tortworth Court, developing potential is a key part of building a successful hospitality business - and apprenticeships and strong training partnerships have an important role to play.
One of hospitality’s greatest strengths is its ability to recognise potential in people, regardless of their background or academic qualifications.
“I believe that attitude, enthusiasm and a willingness to learn can be every bit as important as what someone has achieved in a classroom. Qualifications have their place, but they do not always tell you who will connect with guests, inspire a team or grow into an exceptional leader.”
Creating opportunities in hospitality
Raphael knows first-hand what it means to build a career through opportunity. Originally from France, he began his career managing a training programme before progressing through the industry.
“I managed to escape France and move to London - I still don't know why! The plan was to stay for two years, mainly to improve my language skills and gain some experience. But opportunities just kept coming up in London, so I guess I just stayed. It's been 25 years now that I've been in the UK.”
His own experience has shaped his belief that hospitality is an industry where people can progress if they are given the right opportunities and support.
“It’s such a fast-moving industry. If you're willing to work hard, it will give you opportunities. That willingness is so important.”
It is a philosophy he has carried into his role at De Vere Tortworth Court, where developing people and creating clear pathways for progression are central to building a strong team.
Looking beyond the CV
One of the biggest advantages of apprenticeships is the opportunity to identify potential that may not necessarily be obvious through traditional recruitment.
“Qualifications have their place, but they do not always tell you who will connect with guests, inspire a team or grow into an exceptional leader. Sometimes, you have to look beyond the CV and give someone the opportunity to show you what they can do.”
Ethan Moore is a fantastic example.
Ethan joined De Vere Tortworth Court at 16, having struggled within the traditional education system. What the team saw was not a lack of qualifications, but a young person with real potential.
Through the combination of practical experience, structured learning and ongoing support, Ethan has progressed from a Food & Beverage Assistant into a senior manager responsible for leading a large restaurant team.
Ethan’s journey demonstrates exactly what apprenticeships can achieve.
“They give people the chance to learn in a way that works for them, combining practical experience with structured development and recognised qualifications. Just as importantly, they help individuals build confidence and begin to see possibilities in themselves that they may not previously have considered.”
“Sometimes, you have to look beyond the CV and give someone the opportunity to show you what they can do.”
Why the right training partner matters
For an employer, however, successful development is not simply about putting someone onto a programme. The training needs to connect with the reality of the workplace and the individual’s career ambitions.
This is where De Vere Tortworth Court’s relationship with Umbrella Training plays an important role.
“We have worked with Umbrella Training for many years and we value the partnership because of their understanding of hospitality and their commitment to the individual learner.”
“Meaningful development cannot be achieved through a one-size-fits-all approach. It requires support, challenge and learning that connects directly with someone’s day-to-day role and future ambitions.”
Umbrella works alongside the De Vere team to make development relevant and accessible, helping employees translate their operational experience into greater confidence, stronger skills and long-term career opportunities.
It means the learning does not sit separately from the business - it becomes part of an individual’s day-to-day development and progression.
Developing tomorrow’s leaders
Raphael’s approach to development also extends beyond apprenticeships and into leadership.
“One of the things I've learned through experience is to always involve your team as much as possible. They're the ones who will come up with ideas and help drive the business.”
For him, effective leadership is built around people, relationships and trust.
“Even as you progress into management, become a hotel manager or a GM, if you haven't got the team around you, you're not going to succeed.
“People management is so important. Leadership is so important. That's what will make you successful in your job.”
At Tortworth Court, many members of the leadership team and heads of department have been with the business for seven or even ten years.
“That’s how you grow a business - through consistency and strong relationships. You trust people, and there are some things I don't even need to ask them about because I know they're going to get them done.”
“Trust is so important - in both directions. You need to be trusted by your team, and you need to trust your team as much as possible.”
This is where structured training and development can play such an important role. By giving people the skills, knowledge and confidence to progress, employers can develop future leaders from within their own organisation.
Apprenticeships as part of your people strategy
“For employers, apprenticeships are far more than a training programme. They are an investment in retention, succession planning and the future of the business.”
People are more likely to stay when they can see that their employer believes in them and is prepared to support their ambitions.
“If talented colleagues are left standing still, there is a real risk that they will look elsewhere for their next opportunity. When we create clear pathways for progression, however, we give them a reason to build their careers with us.”
This is one of the key benefits of working with a specialist training provider such as Umbrella Training. By combining industry knowledge with structured development, Umbrella supports employers to turn potential into progression.
That means developing people who understand the organisation, live its values and eventually pass their experience on to the next generation.
Investing in potential
Raphael’s advice to other hospitality employers is simple: invest in your people and give them the opportunity to grow.
“Look for potential, create space for people to learn and accept that development sometimes includes making mistakes. Above all, show people that you are prepared to invest in their future.
Ethan’s progression is a powerful example of what can happen when an employer does exactly that - and when the right training and support is in place to help an individual realise their potential.
Someone gave Ethan that first opportunity, and he has repaid that belief many times over.
There will be many more people like him across our industry - talented, ambitious individuals who may not shine through a conventional recruitment process but who could become our future managers and leaders.
For employers looking to develop and retain their next generation of talent, the answer starts with recognising potential - and then giving people the right opportunities, support and training to turn that potential into a career.”
“We simply need to be willing to see their potential.”
