Recruiting new talent - supporting workforce development in the industry to attract and retain a new generation of professionals
/Article by Virginia Lisco
Have you ever found yourself scrolling through social media, browsing job search pages dedicated to the racing industry, or simply chatting with trainers and others in the field, only to be struck by the flood of job postings from racing yards and stables across Europe actively seeking work riders, stable staff, and ground staff?
It seems that, no matter the country, the demand for these vital roles is relentless. This stark reality brings to light one of the most urgent challenges facing the horse racing industry today: the shortage of people willing to step into these essential positions, particularly within the stables. The lack of skilled and dedicated staff poses a serious threat because the stable is the beating heart where our four-legged athletes are nurtured, trained, and primed for victory on the track.
Without a passionate and committed workforce operating behind the scenes, the entire racing ecosystem stands on shaky ground. Identifying the root causes of this labor crisis and uncovering effective solutions is crucial to safeguarding the future of the sport and ensuring that racing continues to flourish with the support of devoted individuals.
Understanding why the racing industry is facing such a severe staff shortage requires a closer look at the underlying factors contributing to this issue. Several elements could be at play, including a general decline in interest among younger generations in pursuing careers within the racing sector.
Additionally, lifestyle changes, evolving career preferences, and a perception that jobs in the industry require a level of commitment that may not align with modern work-life balance expectations could all be influencing the decline in new recruits. Exploring these reasons in depth can provide valuable insight into the root causes of this workforce crisis and help guide the search for viable solutions.
Firstly, a key element that must be considered is the nature of the work itself. As Guillaume de Saint-Seine, President of France Galop, pointed out, “the work of stable staff and in stud farms is potentially attractive because it is close to nature, but at the same time, it is a job that requires significant physical effort, with more demanding working hours than in other sectors”.
This contrast, between the appeal of being in close contact with animals and nature, and the physical intensity and time commitment required, can have a major influence on how these roles are perceived.
Furthermore, the early working hours, weekend shifts, and the need to adapt to the rhythm of the horses often leave little room for flexibility, which can deter individuals used to more conventional schedules. In some regions, a lack of access to affordable housing near training centres or stud farms can add further complications, especially for younger staff or those relocating from urban areas. While some individuals may be drawn to the unique environment and lifestyle that this work offers, others may find it too challenging or incompatible with their expectations.
Another important element to consider is the broader cultural transformation reshaping the way people approach work. As Guillaume Hernberger, President of AFASEC (the Association de Formation et d'Action Sociale des Écuries de Courses - which translates to the French racing stable employee training association) highlighted, "we have to consider that we are dealing with a new generation that has lived also the COVID, that has led to a big change of work that can be done like house working, but our racing industry of course cannot do that because it is a job that requires a work in presence".
The pandemic has accelerated a shift in expectations: remote work, flexibility, and digital autonomy are no longer seen as perks but as essential components of modern employment. For many young professionals, having the freedom to manage their time independently and maintain a healthy work-life balance has become a top priority.
This is precisely where the racing industry finds itself at a crossroads. While many sectors have adapted to remote and flexible models, the horse racing world remains firmly anchored in physical presence, early mornings, and hands-on tasks. This creates an inherent mismatch between what the industry can realistically offer and what younger generations increasingly look for in a job.
The growing preference for autonomy, digital accessibility, and adaptable schedules has redefined what people expect from the workplace, especially younger generations. Yet, due to its very nature, the racing industry cannot pivot toward remote roles. The work requires daily, in-person care and routine-based tasks that cannot be replicated virtually. This structural rigidity places the sector at odds with broader labor market trends, complicating both recruitment and retention.
Beyond structural challenges, one of the most pressing yet often overlooked issues is the limited visibility of career opportunities within the racing industry. In many parts of the world, this sector still struggles to position itself as an attractive and accessible professional path, especially among younger generations. While some countries have developed more effective strategies to promote the industry, in others there remains a strong need to raise awareness and broaden its appeal.
Too often, the racing world is perceived as a niche domain, associated only with jockeys or trainers, leaving a wide range of roles: technical, managerial, veterinary, and beyond, largely unknown. Without proactive communication, many young people simply don’t consider this industry as a viable career option.
To overcome this barrier, it is essential to invest in awareness campaigns, partnerships with educational institutions, and storytelling initiatives that highlight the diversity, purpose, and passion that define the world of racing. By making these opportunities more visible and relatable, the industry can begin to capture the interest of a new generation of professionals.
Once these underlying causes are acknowledged it becomes clear that the racing industry must adopt a dual approach focused on both attraction and retention strategies.
It is not only essential to draw in new talent, but also to ensure that this workforce remains engaged, motivated, and committed over time. Building long-term career pathways, improving working conditions, and fostering a sense of purpose are all key components in this effort. In this context, several countries have already started to implement concrete measures. Notably, both France and the UK are actively developing comprehensive programs aimed at enhancing the appeal of the industry while also strengthening workforce stability.
The UK has recently taken a concrete step in addressing workforce challenges with the launch of the Horseracing Industry People Board (HIPB) Strategy, “the government body and then the stakeholders took a pause and said we have been very good at looking at horses and horse welfare, but maybe now we should focus on the other major part of the industry, which are the people” says HIBP board member, Tallulah Wilson.
The strategy outlines pressing issues such as national labor shortages, shifting workplace expectations, and new employment regulations, while also recognising existing strengths, like an 80% staff retention rate in racing yards. However, deeper structural challenges remain. Nearly half of stable and stud staff report bullying and harassment, 45% of yard employees plan to leave within two years, and mental health concerns affect over 70% of the workforce. The average age of new entrants has risen from 23 to 28, and dissatisfaction with pay and working conditions is growing.
A theme recognised by trainer Daniel Kübler, “employers and employees need to change their attitude and culture around what a workplace looks like, and I think that's really critical with trying to attract the next generation to the workforce, is that generation have very different expectations to the previous one, but the industry’s got to understand and adapt. The days of when people were prepared to work six, seven days a week with animals has changed and it's not good to say ‘that's how the industry is,’ we have to say ‘how can we adapt instead’".
Recognising this disconnect is essential if the industry hopes to remain competitive and relevant. To bridge the gap, it must rethink how it communicates career opportunities, highlighting not only the purpose and passion behind the profession but also the unique, irreplaceable human-animal bond that no desk job can replicate.
External pressures further compound the issue: a nationwide labour shortage, growing urbanisation (with 84% of the UK population living in cities), and a declining working-age population, projected to drop by 1.2 million by 2034. Additionally, 83% of Generation Z consider diversity and inclusion policies a key factor in choosing a job, an area where the racing industry still faces perception challenges. The sector’s “always-on” culture, intensified by a 50% increase in evening fixtures over the last decade, contributes to fatigue and unsociable working hours.
While many promising initiatives are already underway, such as the new drug and alcohol testing scheme, the HIPB Strategy clearly signals that a people-centered transformation is no longer optional, but essential.
Although external political factors, such as Brexit, are not directly addressed within the strategy, they remain part of the broader context in which these challenges exist. As Kübler observed, “this is something that must necessarily sit outside the strategy we’re proposing, because it cannot influence the current political context and immigration policy. That said, the BHA [British Horseracing Authority] has made and continues to make efforts to facilitate visa access, but the reality is that our government wants to see industries making every effort to recruit and develop home-grown talent first". This reinforces the importance of a comprehensive, long-term approach to workforce development within the sector.
The HIPB Strategy presents a well-structured and comprehensive plan to address workforce challenges in British horseracing. It is organised around five key thematic areas, each with defined objectives and actions. Recruitment focuses on increasing the supply of skilled and diverse people through clearer pathways into the industry, including targeted campaigns and strengthened links with training providers such as the British Racing School and National Horseracing College.
Training and Development aims to enhance skills across all levels by improving the training offer, promoting apprenticeships, simplifying funding models, and introducing tools like a Rider Competency Matrix and Skills Passport. Employment Practices target the improvement of working conditions, with initiatives to reduce unsociable hours, implement flexible work models, and support employers in workforce management.
Inclusion addresses the need for more diverse and welcoming workplaces, with action plans on gender equality, ethnic diversity, and anti-sexual misconduct campaigns, alongside an Employer Quality Standard to raise workplace benchmarks.
Wellbeing is another core pillar, aiming to foster a culture of safety and mental health support through regular surveys, expanded services, and a drug and alcohol testing policy. These thematic areas are supported by two strategic enablers: Communications and Engagement, to improve internal outreach and cross-industry alignment, and Data, to ensure evidence-based decision-making through better workforce analysis and monitoring tools.
The strategy is accompanied by a detailed three-year action plan, with 15 priority projects ranging from recruitment campaigns and trainer course redesign to mentoring programs, equality actions, and workplace standards improvement. To ensure progress, the strategy includes a robust monitoring and evaluation framework, with clear performance benchmarks.
Targets include reducing the average vacancy rate from 24% to 10%, increasing retention rates for Work Riders by 10%, and halving the current 19% skill shortage. Further goals aim to raise the proportion of staff engaged in continuous development from 15% to over 50%, reduce the percentage of staff intending to leave within two years from 27% to 20%, and improve employer satisfaction with training to 70%.
In terms of inclusion, the ambition is to increase the share of women in key stakeholder boards from 28% to 40%, and staff agreeing their employer promotes diversity from 67% to 90%. The People Board will be responsible for overseeing the delivery of this strategy, tracking results, removing barriers, and ensuring that workforce issues remain a central industry priority.
A full review is planned for 2026, alongside the development of a long-term governance model to sustain progress. This strategic and measurable approach sets a solid foundation for building a more sustainable, inclusive, and resilient workforce across the British horseracing industry.
France is also investing significantly in workforce development, particularly through the support of AFASEC, a key organisation operating across 14 locations, including 5 training schools, 7 social residencies offering affordable housing for employees, and 1 reintegration centre dedicated to supporting individuals with work-related injuries or disabilities.
Under the leadership of Guillaume Hernberger, the organisation has undergone a remarkable transformation. As he explained, “when I started as director in 2021, we were at the lowest number of students ever, just 580, and everyone was saying the sector no longer attracted people. But I didn’t believe the problem was the industry itself. I told my colleagues we had to get moving, go out there, and convince the younger generations that this is a sector full of opportunities. Thanks to a fully funded training program supported by France Galop and the government, we were able to show that this could be a much more exciting and fulfilling career path than many others. And in 2024, we reached 750 students, the highest in years. That proved to us that we still have the capacity to attract. I’m also proud to say that 2024 was a record year in terms of newly trained riders".
This positive turnaround clearly shows that, when adequately promoted and supported, the racing industry can still appeal to younger generations. However, having re-established its ability to attract new talent, the next critical step is to focus on retention, ensuring that those who enter the profession through structured training pathways remain engaged and committed over time.
Another key pillar of AFASEC’s action is the AFASEC Recruitment Agency, which supports trainers and breeders in recruiting staff suited to their operational needs. This service assists not only with domestic hiring but also through international recruitment partnerships with countries such as Mauritius, South Africa, India, Venezuela, and Central Africa.
As Hernberger explains, “what we wanted to do, which differentiates us from other countries, is to take a global approach". Nevertheless, the initiative faced early challenges. “Sometimes the person trainers interviewed via video was not the same as who arrived. Or in some cases, foreign workers could only arrive after 12 weeks due to lengthy documentation processes and by then the trainer no longer needed them. So we said: we need to act as a blockchain to guarantee both the quality of recruitment and the quality of the job".
To overcome these obstacles, AFASEC has developed a dual accountability model. On one side, for example, institutions like the Jockey Club of Bangalore vouch for the credibility and reliability of candidates, while on the other, AFASEC guarantees employers that if a placement doesn't work out, they will relocate the candidate elsewhere.
Moreover, AFASEC also provides initial accommodation and support upon arrival, ensuring smoother integration. As Hernberger emphasises, “we are not stealing the workforce we are skilling it". In 2024 alone, the recruitment department facilitated around 300 placements, with two-thirds from within the EU and one-third from outside. To support and scale this international recruitment effort, France Galop, under the leadership of Director Guillaume de Saint Seine, has also engaged directly with national authorities.
Thanks to discussions with the government, efforts are underway to simplify administrative procedures for hiring non-EU workers in the racing sector. As de Saint Seine explained, “I spoke with the Minister, presenting her with an overview of how the French racing sector operates and the challenges we face in recruiting staff. I asked whether there could be any support in easing the bureaucratic process for bringing in workers from outside the EU. The Minister responded positively and is currently assessing the matter with her team. We don’t yet have a final answer, but the prospects appear promising".
Curiously, in a country where horseracing is no longer experiencing its golden years, a promising initiative has emerged from Italy. The Final Furlong Association has launched an extracurricular training pathway, presented within an agricultural high school, aimed at introducing students to the equine world.
The program, which includes a European-recognised certification, represents a first step toward guiding young people toward potential future careers in the sector. Some students have even had the opportunity to undertake internships in France, thanks to a collaboration with AFASEC and several partner stables.
Although the project was initially developed independently by the association, it has sparked strong interest from the Italian Ministry of Agriculture (MASAF), which has shown openness to supporting the initiative and exploring a formal collaboration. This could mark a new opportunity to bring fresh energy and visibility to the Italian racing sector. Could it be the beginning of a new chapter?
All across Europe, the racing industry is facing similar challenges, but also showing encouraging signs of renewal. From structured strategies in the UK and France to grassroots initiatives in Italy, it is clear that attracting and retaining a new generation of professionals requires not only concrete action but also a cultural shift. Rethinking working conditions, investing in education, and improving communication around career opportunities are all key pillars for the future. As Hernberger humorously questioned during a conversation: “Why does work in the stable start at 5 a.m.?” a simple but powerful reminder that even long-standing traditions can, and perhaps must, evolve in order to meet the expectations of tomorrow’s workforce.