Small to mid-sized motels, big shifts: The skill gaps every owner must pay attention to

By Dianne Collie, Founding Director of motelsos.com

After two decades, six motels, and countless lessons, Jan and Charlie share how the small to mid-sized motel sector has and continues to transform — why the next generation of motel managers will need more than passion to succeed.

For Jan and Charlie, a move from farming life on South Australia’s Eyre Peninsula to the world of motels was never part of the plan — but it became a life-changing decision.

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Over more than two decades and six properties across three states, they have witnessed first-hand how the small to mid-sized motel industry has evolved — from handwritten receipts and word-of-mouth bookings to online systems, compliance audits, and changing workforce expectations.

Today, with moteliers and investors across Australia struggling to attract and retain skilled managers, their story offers an honest reflection on how the business — and the people managing it — are changing.

“We left our farming life knowing we had to take a different path,” Jan says. “With two young daughters, we wanted to create something more.“

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Their first leap was the Halls Gap Kookaburra Lodge in Victoria’s Grampians. “We knew nothing about hospitality — everything was done manually: bookings in a calendar, handwritten receipts, and advertising in the newspaper,” she recalls.

After five years, they moved on to a 22-unit motel in Naracoorte, South Australia. “We weren’t as green this time,” Jan laughs. “Corporate guests kept us busy, and we upgraded to our first computer booking system — RMS — which made life so much easier.”

From there came the Kimba Roadhouse, the Coolgardie Gold Rush Motel, and, more recently, a leasehold in Cobar, New South Wales. Each property brought new lessons and a new perspective on the changing face of the industry.

“We went from writing bookings in a diary to using Facebook Live to promote our town,” she says. “Then COVID hit — and it changed absolutely everything: how we cleaned, how we assisted our guests, literally how we survived.”

As the years passed, Jan and Charlie have seen first-hand just how much the small to mid-sized motel sector has transformed.

“The industry isn’t the laid-back business it used to be,” Jan reflects.

“Managing reception and administration now requires sharper knowledge, stronger IT systems, and a clear commitment to compliance. Duty of care and workplace safety are front and centre — you are managing people, safety, and hospitality in equal measure.”

Charlie agrees: “Guest expectations have exponentially increased — guests nowadays demand more professionalism, more services, more care. The bar has been raised across every aspect of a motel’s operations.”

That rise in expectations has also highlighted the importance of skills that are sometimes taken for granted.

Jan is adamant that housekeeping remains the backbone of every successful operation. “Housekeeping is often undervalued, yet it is one of the most crucial parts of any motel,” she states. “If a guest room isn’t spotless, your motel business suffers — no matter how appealing the grounds or reception look.”

Charlie adds that guest relations are equally vital. “Understanding guest expectations and needs, and delivering service and adequate facilities — including Wi-Fi, a sparkling pool and Smart TVs — makes them return. Without that, there is no motel business.”

However, while expectations have increased, the workforce has not kept pace. Across Australia, owners and investors of small to mid-sized motels are experiencing an acute shortage of skilled managers and trained housekeeping staff.

“Not only does this affect guest satisfaction,” Jan explains, “it also creates financial strain and leads to burnout. When that happens, corners get cut, and the whole motel business feels the impact.”

She believes the expectations placed on modern motel managers have narrowed the field. “It’s not just about keeping the doors open anymore — motelling is a professional business that demands financial knowledge, leadership skills, and consistency. Unfortunately, not everyone involved in the small to mid-sized motel industry as yet understands the gravity of that.”

So, what is the way forward?

For Jan and Charlie, the answer lies in investing in people. “New motel managers and owners need guidance, accountability, and real-world coaching,” Jan says. “With mentoring, they can develop the confidence and systems knowledge that motels need to thrive.”

To help strengthen the industry, Jan and other experienced operators are joining discussions on how to better support moteliers in building and retaining skilled management teams.

“Every motel has been a great journey for us — and you never stop learning,” Jan says. “We are still hands-on, still passionate, and still married,” she adds with a laugh.

Part Two of Jan and Charlie’s story will be published on AccomNews next week. 

Jan and Charlie participated in motelsos.com’s Motel Management and Operations Coaching Program, a course specifically developed for small to mid-sized motels to build the practical skills not covered in traditional hotel management training.