As America gears up to host the 2026 World Cup, a surge in hospitality jobs is sweeping across host cities, from Los Angeles to New York. But for Britain, where the tourism sector has long been a cornerstone of the economy, this boom is a stark reminder of what we are missing.
The US is investing billions in infrastructure, stadiums, and hotels, creating thousands of positions for chefs, bartenders, cleaners, and managers. These are not just temporary gigs: they offer pathways to full-time employment with benefits, particularly for young people and those from disadvantaged backgrounds. In cities like Dallas and Seattle, training programmes are being rolled out to upskill workers, with unions securing guarantees on minimum pay and conditions.
Meanwhile, the UK hospitality industry limps along, plagued by staffing shortages, rising costs, and a government that seems indifferent to its potential. Since Brexit, the sector has lost a quarter of its European workforce. The result? Pubs closing early, hotels cutting services, and wages stagnating for those who remain. The British Tourism Authority’s latest figures show visitor spending still lagging behind pre-pandemic levels, and the much-vaunted ‘Global Britain’ brand has failed to lure back the lucrative American market at scale.
Critics of the US approach argue that such public-private partnerships are impossible here, but that is a failure of imagination. The government could easily replicate elements of the US model: tax breaks for hospitality training, relaxed visa rules for temporary workers, and investment in regional transport links. Yet, instead, we get cliched promises of ‘levelling up’ with no follow-through.
Consider Manchester, a city that thrived after the 2002 Commonwealth Games. The legacy there was real: new jobs, better infrastructure, a global profile. Now, with the World Cup coming to the US, we risk being left behind. The Department for Culture, Media and Sport has not even produced a tourism strategy for the decade, let alone capitalised on major events.
There is also a human cost. For the thousands of young Britons seeking work, hospitality offers a ladder out of low pay and into management. In the US, the average hotel manager earns £45,000 a year, compared to £28,000 here. The unionised kitchens of the US provide health insurance, paid overtime, and career progression. In Britain, many workers rely on a patchwork of zero-hours contracts and tips just to make ends meet.
Unite the Union has long argued for a national hospitality charter, linking training to guaranteed hours and pay. So far, the government has ignored them. Yet, if we are to compete with the US juggernaut, we must act now.
What the US tells us is that a boom is possible when government, business, and unions collaborate. It is not a pipe dream: it requires political will. If Britain wants to host major events in the future or even simply sustain its tourism industry, it needs to learn from the States. Invest in people. Offer secure jobs. Build a sector that works for everyone.
Otherwise, the World Cup will be another missed opportunity, and the already gaping regional inequality will only widen.
