People Over Marble: A Call to Strengthen Human Capital in Nepali Hospitality

This is far from a gripe. It is an observation, constructed over the years, on the growth of the hospitality industry in terms of size, while not necessarily on its deepened roots. As you drive through valleys and nearby areas, you will notice the emergence of new hotels that look impressive to the eyes from afar. With the owners heavily investing in these hotels, the results look quite visible. Over time, these hotels have emerged as the go-to spots for families and friends to escape the hustle-bustle, and as venues for celebrations and night-outs. These places are jam-packed on the weekends, giving off an immediate aura of ease and luxury.

Dazzling on the outside, the moment you enter many of these properties, something feels out of place. A few early signs pop out, which are not small to ignore. If not addressed immediately, these issues hold the potential to pull a business down. While much of the money goes into the décor, the layered ceilings, shiny fixtures, patterned walls, and lights do not synchronize well together. This shows the absence of clear ideation behind the design, without the balance, flow, or even what the space should evoke. It simply looks loud for the sake of being loud. One cannot simply sense the difference between being in Kathmandu or in the Genting Highlands. The trendy outlook is often short-lived and loses its shine, requiring fresh spending. This cycle remains endless, especially as the base is weak.

However, the real gap lies in the people, who are the heart of the hospitality sector. In newer hotels, it is often noticed that the staff are unsure of themselves, more tentative than courteous. The unawareness is vivid in terms of their confidence and product knowledge, lowering their ability to guide a guest and skills to upsell. Their nervousness in handling simple requests shows the gap in training and planning, indicating the management overlooking the most important feature of their hotels. As owners spend big amounts on construction, they end up spending very little on building stronger teams. Some fear that investment in people is a waste, as the trained staff will leave. Staff leave when there is no growth and are not guided well to build their careers. A trained team stays longer because they feel valued and can see a future.

A prominent question that I hear every other day is, if Silver Mountain School of Hotel Management produces skilled people, why are they not joining the hotels in Nepal? The answer is clear; many hotels want interns for almost nothing or for a dime that does not even cover the basic daily bus fare. These ‘exposures’ only use these students for free labor without structured learning. Therefore, instead of lingering around in Nepal, the students opt for world-class hotels abroad where they are exposed to discipline, exposure, and dignity. They learn from systems that take their growth seriously. When a property offers very little, it attracts those who have minimal training and no roadmap. This becomes a major hindrance for achieving excellence.

It is important to focus on quality and consistency to enhance the foundations of the hospitality industry. With star-grading, there comes a huge responsibility to deliver well. Guests should never feel that a star property offers ordinary service or substandard food. Failure to maintain such standards not only affects the hotel but also the larger image of the hospitality industry. While good trainers cost a huge investment, the output in terms of upgrading operation remains remarkable in every aspect. As standards rise, maintaining them remains crucial. While flashy décor may catch attention once, consistency in steady and thoughtful service keeps the guests flowing.

Redefining the idea of beauty remains equally important. Large concrete buildings with bright lights do not sustain the charm, but balance, proportion, and authenticity do. The warmth of the welcome and the confidence of the team that knows their craft are where real beauty lies. If people are not trained well, the décor will age faster than imagined. Without the human touch, the building loses its meaning.

Furthermore, it is also important to remain proactive and progressive. Over time the markets have changed in terms of customer base. Nepali guests now form the main customer base for most properties today. They look for clean rooms, good food, and genuine care; those are the basics. Meeting the basics well is what earns loyalty. Similarly, the industry must take pride in what is ours. We have our own identity, hospitality culture, and strength. To grow, it is important to nurture these with more seriousness than copy-pasting every trend we see elsewhere.

These days, soft skills matter more than ever. Technological change has been changing the world at high speed. Tasks are becoming automated. However, the ability to communicate, solve problems, handle pressure, and make people feel seen and valued remains irreplaceable. Hotels building a strong soft skill culture will stand out in the years ahead. While technologies can handle routine work, people hold the ability to create warmth and trust. Training, therefore, should not focus merely on technical knowledge but on communication, teamwork, and emotional intelligence, the qualities helping the industry move forward.

It is important to note that the basics always win in hospitality. Guests remember how they felt, the food they ate, and the interaction they had. They remember how their stay was handled by the team, and not essentially the imported lights or the furniture and few automatic buttons. These things fade the moment a newer hotel with even more advanced features opens elsewhere.

There is a dire need to accept this simple truth. People matter more than marble. Training is more important than the chandeliers. Consistency matters more than glitter. For Nepali hospitality to grow strong, locally and globally, investment in human capital is a dire need for today. That is the only investment that multiplies over time.

This is not a blame. It is a reminder. A sincere one.