By the time this year’s KCSE candidate clicks “submit” on their course choices, they will have waded through a louder fear than exam anxiety: the suspicion that Artificial Intelligence is coming for their future.
That fear is rational, just not universal. In a world where algorithms eat routine work for breakfast, some careers become more valuable precisely because they are stubbornly, gloriously human. Hospitality is one of them.
For too long, Kenyan success has been narrated as a straight shot through a university degree to an office job. But our labour market is making a different argument. In April, the Kenya Universities and Colleges Central Placement Service disclosed that 8,130 students who qualified for degree entry chose diploma programmes instead—a small but telling break with tradition. The question those students are asking is the right one: Which paths lead to real, defensible opportunity in the age of AI?
Hospitality answers that question with a paradox: the more software shapes the back end of travel, dining, and lodging, the more the front end—the moment-to-moment choreography of care—matters. AI now predicts demand, optimises pricing, streamlines check-ins, and spots maintenance issues before they spiral. But no model can reproduce the improvisational grace of a maître d’ calming a delayed guest, the narrative power of a guide, or a chef who composes a dish that feels like home and adventure at once.
Even global forecasts, bullish on automation, concede a truth: technology accelerates task automation, not human connection. The World Economic Forum’s Future of Jobs report expects automation to touch 42 per cent of business tasks by 2027—heavy on data, far lighter on empathy, judgment, and creative problem-solving.
Kenya is not waiting for theory. The industry is expanding. International arrivals reached 2.4 million in 2024—up 15 per cent on 2023—and visitor days rose to 18.6 million, showing people are staying longer and spending more. The draft National Tourism Strategy targets 5 million international visitors, KES 1.2 trillion in earnings, and 2.5 million tourism-related jobs by 2030, with 215,000 accredited beds nationwide.
This is not a post-pandemic sugar high. The World Travel & Tourism Council projects Kenya’s sector will contribute a record KSh 1.2 trillion in 2025, surpassing pre-COVID peaks. Globally, travel is set to support hundreds of millions of jobs and a double-digit share of world GDP. Demand is diversifying across Mt. Kenya, Rift Valley, Nyanza, Western, and Northern circuits. Domestic travel is maturing, and accreditation is lifting standards across counties.
So what needs to change in how we talk about and prepare for hospitality work?
Retire the “fallback career” myth. When we describe hospitality as merely “service,” we erase the sophisticated blend of logistics, psychology, design, and technology it requires. A hotel operations lead is part behavioural scientist, part systems engineer. A chef is a product developer with P&L accountability. A tour operator is an experience designer, data-literate and brand-minded. The skills travel.
Prioritise craft-plus-code. The winning graduate isn’t the one who can just pipe a perfect choux; it’s the one who can run a kitchen and read a dashboard, pair knife skills with revenue management, sustainability metrics, and CRM personalisation. Employers should be clear: “We automate the repetitive so people can deliver the remarkable.” Training should mix apprenticeships with analytics, POS systems, guest-journey mapping, and AI-assisted service recovery.
Build dignity into the model. A growth story that relies on precarious wages is a dead end. To retain Kenyan talent at home or abroad, we need career ladders from entry-level to management, skills passports that travel across borders, and benefits that treat front-line professionals as core assets. This is not charity—it’s risk management. High turnover is expensive, and in hospitality, culture is quality.
Stop treating TVET like Plan B. Parents: ask colleges how many hours your child will spend in real operations, what percentage of graduates are placed, and which hotels sign their MoUs. Students: interrogate curricula. Does it include guest-experience design, sustainability, local sourcing, or coding for analytics? Policymakers: fund what works—industry-embedded diplomas with fast time-to-employment. KUCCPS’ shift toward diplomas isn’t a downgrade; it’s market intelligence.
Treat hospitality as a strategic export. We obsess over tea, horticulture, and ICT. Why not “export” hospitality talent and Kenyan experiences with equal intent? Create pathways for placements on cruise lines and in resort chains. Back Kenyan culinary brands that carry our ingredients, stories, and standards into African capitals and beyond. When a guest says, “the service felt Kenyan,” that’s soft power and recurring revenue.
The AI panic obscures this opportunity. Automation will march through repetitive tasks, but that’s the point: when machines handle the boring parts, human time becomes more valuable. The hotels and restaurants that win will combine operational efficiency with the small, unscripted gestures people remember long after checkout. Kenya can be a global laboratory for that model.
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Policy must follow through. Nairobi should accelerate accreditation and star-classification across counties; tie incentives to training outcomes and wage progression; fast-track visas and recognition for hospitality qualifications; and invest in destination development beyond the coast to spread earnings and reduce over-tourism. The strategies are written. It’s time to execute.
Young Kenyans, here is the wager worth making: in an algorithmic age, choose the careers that prize what only humans do well. Curate, empathise, delight, lead. If you bring skill and imagination to hospitality, AI won’t take your job. It will make your job—and your impact—bigger.
The writer is Head of Business, Boma International Hospitality College