A Shifting Job Market in U.S. Sports Tourism
PUSH MANAGEMENT
The job market in the United States has taken a sharp turn in recent years, and the sports tourism industry is no exception. Where workers once freely moved between roles in search of better pay or advancement, today’s environment reflects a more cautious approach. Employees are staying in their positions, even if they may not fully meet their expectations, due to concerns about stability and financial security.
This phenomenon, sometimes referred to as a shift from “job hopping” to “job hugging,” highlights how the balance of power has shifted away from employees and back toward employers. After a period marked by high turnover and widespread resignations, the market now shows signs of slowing down: fewer open positions, lower quit rates, and growing apprehension about the risks of making a career change. Across the sports tourism sector, this shift is beginning to reshape how organizations plan and staff their operations.
Tournament directors and event organizers have long relied on a steady flow of motivated workers to handle logistics, customer service, and on-the-ground execution. Today, those roles are less likely to be filled, as staff members often remain in place despite experiencing fatigue or dissatisfaction. While this brings a measure of short-term stability, it also limits the flow of fresh talent and new perspectives into event operations. With fewer vacancies opening up, opportunities for advancement are narrowing, and employers are finding it harder to recruit when specific skill sets are needed quickly for large-scale tournaments.
Sports tourism thrives on adaptability and innovation; however, a workforce reluctant to move between roles can hinder operational progress. Event operations teams that were once able to bring in new staff with specialized expertise may now find themselves working with the same personnel for extended periods. While consistency has benefits, it can also lead to stagnant practices, lower morale, and less creativity in problem-solving. For an industry where seamless execution and customer experience are critical, this growing reluctance to pursue new opportunities is shaping both the efficiency and energy of events.
Destination marketing and management organizations (DMOs), the backbone of sports tourism growth, are also feeling the effects of this labor shift. Staff within DMOs are more hesitant to leave their roles, even when faced with limited opportunities for advancement. This has resulted in fewer vacancies, which narrows entry points for new professionals and younger talent looking to break into the industry. At the same time, a less fluid labor market makes it harder for destinations to respond to emerging trends, adapt strategies quickly, and maintain the creative edge that drives sports-related travel.
Overall, the sports tourism industry is seeing fewer job postings and less turnover compared to the boom years following the pandemic. While this has helped organizations avoid some of the churn and instability that once plagued the sector, it has also reduced upward mobility for employees. Professionals seeking to transition into leadership positions or explore new areas, such as event technology or international bidding, are finding fewer openings. As a result, the pipeline of future leaders and innovators in sports tourism may not develop as robustly as it has in the past.
Today’s sports tourism job market reflects a shift toward risk aversion. Employees are less likely to pursue bold career moves and more likely to hold tight to what they have. For employers, this can ease retention concerns in the short term but create challenges in the long run, as disengaged workers remain in roles without bringing the energy, innovation, and creativity the industry demands. From event operations to tournament staffing to destination management, the balance between stability and forward momentum will be a defining issue as sports tourism navigates the next chapter of its growth.