The Next Frontier of Hospitality: Unlocking Sri Lanka’s Untapped Talent

Sri Lanka’s hospitality sector is at a critical inflexion point. While demand for skilled talent is growing, a significant portion of the working-age population remains outside formal employment, particularly women and youth.

For Yasas Nanayakkara, co-founder of Elevate Hospitality, this is more than a challenge; it is a strategic opportunity to transform the industry. By designing inclusive, skill-based employment models, Elevate Hospitality is demonstrating how hospitality companies can unlock hidden potential, strengthen business performance, and drive sustainable growth.

Q: How did your career journey shape your perspective on Sri Lanka’s hospitality landscape?

I began in industrial equipment distribution, which taught me structure, process, and discipline. My first tourism role at Walkers Tours exposed me to the interconnectedness of hotels, airlines, transport, and local businesses. Later, at Asia Leisure Hotels, I spent eight years in luxury brand management, destination marketing, and international agent networking, learning how guided talent can transform brands and guest experiences.

Exposure to tech startups and development programs further broadened my perspective on sustainability, inclusivity, and employment creation.

I realised the depth of Sri Lanka’s economically inactive yet capable labour force, especially youth and women. Elevate Hospitality was born to create meaningful work for them,

I explain.

Q: What is the role of a modern hotel management company in Sri Lanka today?

Modern management goes beyond operations. At Elevate, we act as an ecosystem enabler, connecting independent hotel owners, travel partners, and emerging talent.

We focus not only on revenue or visibility but on creating inclusive, future-ready teams skilled in digital distribution, e-commerce, and sustainability.

Low-carbon strategies, local sourcing, and flexible employment models make hotels more profitable, people more employable, and the industry more resilient. Modern management is a catalyst for transformation, not just operational success.

Q: How do you interpret the talent shortage amid a large inactive workforce?

With a labour participation rate around 47%, over half of working-age individuals remain outside formal employment, mostly women. Barriers include awareness, accessibility, and cultural perceptions.

At Elevate, nearly half of our team were previously outside formal employment. Flexible, skills-based roles and an inclusive environment have helped convert untapped potential into meaningful careers.

Q: What barriers keep capable individuals outside the formal workforce?

Awareness is the biggest gap; many are unaware of the diverse roles now available, from digital distribution to sustainability management. Accessibility challenges, such as transport, childcare, and flexible schedules, are significant. Communication gaps, confidence issues, and cultural perceptions also discourage entry.

We bridge these gaps through mentorship, training, hybrid work options, and continuous support. This inclusive model enables individuals from diverse backgrounds to thrive.

Q: What employment models work best for integrating inactive individuals?

There’s no one-size-fits-all. Seasonal or part-time roles suit operational positions; task-based flexible models suit reservations or e-commerce; gig-based approaches fit creative roles. Our hybrid system allows individuals to integrate into skill-based employment while maintaining operational efficiency.

Q: How does Elevate support small hotels and villas to enhance performance and employment?

We combine data, technology, and human insight. Analytics guide revenue strategies, networks improve visibility, and property management systems streamline operations. Sustainability initiatives, like replacing single-use plastics, have boosted profitability. For instance, one partner’s property increased profits by 37%.

Coaching owners on pricing, positioning, and guest experience ensures commercial success and lasting employment opportunities.

Q: Are training mindsets more critical than technical skills in hospitality HR?

Absolutely. Hospitality is a people business. Mindset, empathy, ownership, and service orientation come first; technical skills follow.

Skills build performance, but mindset builds culture,

I note. Our approach focuses on professionalism, responsibility, and a service-oriented outlook.

Q: How can larger hotel groups collaborate with smaller, purpose-driven companies?

 Collaboration is essential. Larger groups can outsource specialised functions, such as revenue management and digital marketing, to agile, purpose-driven companies like Elevate. This fosters efficiency, entrepreneurship, and inclusivity. Shared growth and knowledge transfer elevate Sri Lanka’s hospitality sector collectively.

Q: What public–private partnerships could scale inclusive hospitality models nationwide?

Stronger recognition, subsidised trainer costs, and simplified participation processes are key. Transparent mechanisms ensure initiatives genuinely empower economically inactive individuals. Addressing regulatory gaps, such as registration for hospitality management service companies, would unlock broader collaboration.

Q: What is your vision if inclusivity becomes central to hospitality HR strategy?

Inclusivity can redefine the industry, from serving guests to empowering people. Unlocking hidden talent strengthens service standards and creates a workforce representing Sri Lanka’s diversity.

It’s not just good HR, it’s sustainable business,

I conclude,

positioning Sri Lanka as a model of purposeful hospitality.