The Competitive Advantage of a Visa Program

As the hospitality industry rebounds, labor shortages remain one of the most pressing challenges for U.S. hospitality leaders this year. Despite the rebound, hotels and resorts still struggle to fill critical roles. Immigration offers strategic pathways to mitigate these shortages, but only if approached strategically and proactively. This article explores how leaders can leverage immigration strategies to secure talent, maintain operational excellence, and future-proof their workforce, supported by current data and real-world examples.

The Talent Crisis in Hospitality

The hospitality industry thrives on service excellence yet staffing shortages have reached historic levels. Globally, the hospitality sector supported 371 million jobs in 2025, accounting for 10.3% of global labor markets.

According to a recent study, 65% of hotels surveyed report staffing shortages, with housekeeping and front desk roles most affected. Hotel employment remains 10% below pre-pandemic levels, even after aggressive wage increases and benefits programs.

For executives, this is not just a talent acquisition issue. Rather, it is a strategic imperative. Unfilled positions lead to:

• Declining guest satisfaction scores

• Reduced revenue from closed amenities – a single closed restaurant outlet in a luxury hotel can cost $50,000 - $100,000 per month

• Higher turnover costs

• Brand Damage: Negative reviews due to service delays can erode loyalty.

Immigration provides a critical lever for addressing these gaps. By understanding visa options, compliance requirements, and long-term workforce planning, hospitality leaders can turn a challenge into a competitive advantage.

Immigration Planning for Hospitality Talent

Immigration is often seen by hotel companies as a non-starter. The perception is that it is too costly, too slow and too risky to base a recruitment strategy on it. But why is it that some hotel companies thrive using it, outperforming their competitors, when others are frustrated? It is not because of magic or insider favoritism. Rather, it is overcoming the negative preparation with preparation and commitment. This is more than merely a short-term plan to back-fill for the Director of Finance that just left for your competitor – that is not foreseeable. Instead, this involves a broader recruitment strategy. It involves integrating immigration planning into annual workforce strategies in order to maximize opportunity well before a vacancy occurs. Data-driven approaches based on occupancy forecasts and expansion plans in conjunction with scenario planning will maximize opportunities to bring in foreign talent aligned with your brand.

Data-Driven Seasonal Need

Utilizing data readily available to your hotel such as Occupancy Rates, RevPar, F&B revenue and group sales contracts may provide valuable insight into immigration programs available to you. Most notable, the H-2B program allows hotels to address the need for low-skill workers based on seasonal, peak load, temporary or a one-time occurrence need. Advanced planning allows hotels to capitalize on the “one-time occurrence” need based on hotel expansions, openings, large-scale events and the like while seasonal, peak load and temporary need allow hotels to supplement their existing staff during busier seasons year-after-year with proper planning.

Investing in a reliable H-2B workforce during the busy season will reduce the risk of reputational damage caused by poor guest experience. This is what your competitors are doing! Demystifying the myth about this program involves knowing things like the U.S. Department of Labor recently allowing for 3-year H-2B programs, reducing cost and risk significantly. For a detailed discussion on H-2B workers, please see our previous article on the topic: Staff Shortages: Have You Considered An H-2B Visa Program?

While not necessarily driven by hard data, the J-1 Visa allows hotels to place Summer Work Travel Workers (SWTs), Interns, or Trainees into their operations for a temporary time. These positions, often utilized for those pursuing education in the field of hospitality management or the like, allow hotels to explore international talent on a trial basis while simultaneously providing the individual with experiences designed to expand on their knowledge and skillset. When used properly, the J-1 Cultural Exchange Program can be supplemented by other immigration options for long term employment strategies.

In addition, it is a great way to establish a revolving supply of Leadership Development Program candidates who can move into management positions at sister properties. Additional information regarding the J-1 program, and the differences between the Intern and Trainee, is explored in our previous article: J-1 Visas and Short-Term Workers.

Leveraging other Non-Immigrant Options with Strategic Planning

Immigration offers several visa categories tailored to hospitality needs. Most hotels are gearing up for a rise in events as tourism is expected to continue increasing in the United States. Many hotels and hospitality groups are anticipating a spike in operations resulting from the World Cup taking place over the summer. Existing immigration programs may be the solution to ensuring a reliable workforce prepared to deliver maximum guest experience within a short time frame. These programs allow for capitalization of the existing workforce in the international market while others allow for transfer of qualified external candidates.

L-1

The most utilized, and potentially cost-effective, nonimmigrant option for transferring managers is the L-1. Multinational hotels rely on this program to transfer employees from a foreign office/hotel to a U.S. office/hotel as a means of promotion or to obtain experience at a different property/operations/management system. This is a great tool to “regularize” foreign recruitment at the managerial level, including having your trained Leadership Development Program employees come back to your property after one year abroad. The “Blanket” L petition allows multinational companies to seamlessly transfer employees in L-1 status by routing applications through the U.S. Embassies and Consulates abroad for immediate adjudication.

Depending on wait times at the various Embassies/Consulates abroad, transfers can happen within a month from start to finish. Those without the Blanket “pre-approval,” the process can be extended due to processing times at U.S. Citizenship and Immigration Services. Whether short-term or long-term transfers, the L-1 allows for managers with knowledge of the existing policies and procedures to seamlessly integrate into the U.S. operations during times of need.

If you are wondering how companies with diverse employment affiliates and operating entities can all qualify under the same “corporate relationship,” just know all your competitors are doing it.

E-3

The E-3 classification is for Australian nationals who serve in “specialty occupation” positions, which are defined as those typically requiring a minimum a bachelor’s degree for entry into the profession. While not every manager shares the requisite nationality, nor will every position result in an E-3, positions that work well are People and Culture Managers, IT Directors or Managers, and Revenue Managers or Revenue Analysts.  Given that E-3 can apply for immediate adjudication directly at a U.S. Embassy or Consulate in Australia, it is a viable option for qualified roles needed to cut back on processing times and see immediate impact. In fact, some companies will specifically target Australia recruitment for this reason.

H-1B

The H-1B classification mirrors the E-3 visa but is extended to all nationalities. Given that the H-1B is a lottery system, tied to the government’s fiscal year, it is not explored in this article as a cost-effective, time-efficient option. However, for a more detailed discussion on the H-1B, with the upcoming lottery occurring in March 2026, please see our prior article: How to Retain Your Foreign National Trainees After You Have Invested in Them.

TN

The TN is another nationality-based option for both internal and external transfers for Mexican and Canadian nationals. Under United States-Mexico-Canada Agreement (USMCA), formerly the North American Free Trade Agreement (NAFTA), “Hotel Managers” may be viable for transfer as one of the 63 eligible categories. The Hotel Manager category requires that the candidate possess a Bachelor’s degree in Hotel and Restaurant Management; or a 2-year post-secondary diploma in Hotel and Restaurant Management and three years of experience in hotel and restaurant management.  Many American hotels and hotel companies are staffed with TN professionals. However, just because the TN is readily available, hotel companies should not engage in “hands-off” support by letting the candidate take over the process. Remember, it is a company petition with company liability.

E-1 / E-2

The E-2 classification is a more expansive nationality-based classification and reserved for Executive, Management and Essential skills employees who share the same nationality as the nationality of the company’s ownership. That country in which nationality is held must also have a treaty of commerce with the United States. In larger businesses, management and executive level employees may be sent to the United States instead of the owners of the business. While establishing an E-1 and E-2 visa program is document intensive, established programs allow for efficient transfers of top-level talent. This visa program is one of the best available for foreign-owned hotel companies.

The Executive Perspective—ROI of Immigration Strategy

Immigration is not just a legal function. It is a strategic investment when used properly and guided by experienced counsel. While sponsorship costs may appear to be an investment, the return on investment experienced through revenue gains, operational continuity, reduced turnover, guest experience and brand differentiation outweighs that cost. Temporary visa options allow hotel and hospitality groups to bring in foreign talent on a temporary basis while they assess the value brought to the organization. For those wishing to invest in long term visa strategies for international talent, permanent residence options can be pursued. Sponsorship of non-immigrant and permanent residence fosters loyal colleagues who will deliver on guest experience, maximizing the return on investment.

Conclusion: Immigration as a Competitive Advantage

For hotel leaders, a thoughtful and robust immigration strategy is no longer optional, it is essential. By leveraging visa programs against data, ensuring compliance, and aligning workforce planning with business objectives, hospitality brands can overcome labor shortages and secure long-term success. If you are interested in utilizing immigration to your competitive advantage, our office is happy to answer questions you may have about developing a robust program.