How can tourism and hospo in NZ thrive?
Workers in New Zealand’s tourism and hospitality industry are twice as likely to be bullied and harassed by customers than they were in 2024.
A new AUT report commissioned by MBIE, ‘Strengthening Futures 2025’, surveyed 957 hospitality and tourism employees from around the country.
The findings reflect a workforce that remains highly committed, productive, and engaged but strained by low pay, burnout, bullying, and uncertainty about long-term career viability. For example:
- Increased reporting of bullying and harassment: 35% of respondents experienced negative behaviour (up from 23% in 2024 and 2022). Bullying and harassment by customers has doubled since 2024.
- More neurodiversity in the workplace: 24% of respondents identified as neurodivergent, with an additional 13% responding as unsure. In 2024, 15% identified as neurodivergent and 10% were uncertain. However, less than one-third of all respondents report their organisation actively raises neurodiversity awareness (27%) or improves employment practices regarding neurodiversity (28%).
- Concerns about pay fairness: 48% of workers feel they are paid fairly, down from 57% in 2024. More than half of the workforce (57%) earns below the 2025/26 Living Wage, and 36% report pressure not to claim basic entitlements such as sick leave.
- Workers want more training and promotion: Promotion prospects remain problematic at only 53% (up from 48% in 2024 and 42% in 2022). 70% would like more training.
“Understanding the reality of NZ’s tourism and hospitality workforce is essential to the long-term success of the industry,” says Associate Professor David Wiliamson, AUT School of Hospitality and Tourism. “The survey shows a cohort that is committed to the industry, keen to upskill and contribute, but persistent problems around pay and conditions undermine workforce stability. The reported employee experiences of low pay, high stress, and exposure to concerning levels of bullying and harassment are clearly linked to high levels of turnover intention.”
AUT Business School Professor Candice Harris, who co-authored the study, says the findings are important for ensuring the long-term future of the industry.
“The tourism and hospitality workforce has long faced on‑the‑job challenges. By identifying both existing and emerging issues, this report highlights real opportunities to improve workers’ experiences and strengthen the sector overall,” she says.
The report makes several recommendations including:
- Target early-career retention: Focus workforce and training initiatives on workers under 30 and within their first three years.
- Actively support valued careers across the life course: Ensure pay scales, training pathways, and public messaging reflect that hospitality and tourism careers build valuable expertise over time, not just entry-level experience.
- Embed neuro‑inclusive practices: Integrate neuro‑inclusive approaches that reduce bullying, sensory overwhelm, burnout, and early exit for neurodivergent workers, recognising that these workers form a significant portion of the hospitality and tourism workforce and face elevated risks without such supports.
- Set clear zero-tolerance for abuse standards: Embed clear, sector-wide expectations for customer behaviour and zero tolerance for abuse.
- Ensure workers have access to AI tools to support their daily and long-term work: Provide digital and AI tools for practical use in frontline roles – such as scheduling, training, and service delivery – and help workers build confidence and capability over time.
Read the report: Strengthening Futures 2025