When we talk about work in the sector, thoughts immediately go to Nevada, where there is a historic gaming and casino industry which plays a crucial role in terms of employment.
How important is training for people who, at different levels of the hierarchical ladder, deal with gaming?
This is the first question we ask Scott Morrow, gaming lecturer at the Harrah College of Hospitality at the University of Nevada, Las Vegas.
“Nevada’s casino gaming industry is not only a cornerstone of the state’s economy but also a global icon, with Las Vegas renowned as the epicenter of casino entertainment. This historic sector drives significant revenue and employment opportunities, yet it faces ongoing challenges in recruiting new talent. In this context, training emerges as a critical pillar for success across all levels of the organizational hierarchy.
For casino operators, delivering world-class guest experiences hinges on a well-prepared workforce, a responsibility that falls largely to Human Resources and dedicated training teams. Leading companies such as Wynn Resorts, Mgm International, Caesars Entertainment, and local standout Station Casinos illustrate this commitment by prioritizing comprehensive training programs. Frontline staff, those interacting directly with guests, receive instruction in essential areas like exceptional guest service, Title 31 compliance (anti-money laundering regulations contained in the Usa Patriot Act - the 2001 federal law launched after the September 11 attacks. Editor’s note), responsible gaming practices, and alcohol awareness. Meanwhile, casino-specific training, including gaming regulations, game rules, and dealing procedures, prepares casino team members with the technical expertise needed to excel on the gaming floor.
At higher levels, casino supervisors and management undergo even more extensive training, blending operational knowledge with leadership skills to ensure seamless operations and regulatory compliance. This tiered approach highlights that, whether at the entry level or in executive roles, training is indispensable for maintaining Nevada’s reputation as a global gaming leader while creating memorable experiences for our guests.”
Is it easy or complicated for Las Vegas casinos to find dealers willing and able to work?
“Since the onset of the Covid-19 pandemic in 2020, Las Vegas, along with numerous gaming jurisdictions across the United States, has faced significant hurdles in recruiting and retaining casino table game dealers to maintain optimal operational levels. The pandemic forced a mandatory 78-day shutdown of Las Vegas casinos, a disruption that prompted many experienced dealers to retire or pursue alternative careers, leaving a lasting gap in the workforce. This shortage has reshaped the hiring landscape. Smaller and mid-tier casinos, struggling to fill positions, have increasingly turned to offering free dealer training programs to attract inexperienced candidates. For new dealers emerging from professional dealer schools, opportunities have expanded and they can now bypass the traditional path of starting at smaller “break-in” houses and move directly into mid-tier properties. Meanwhile, seasoned dealers from these mid-tier casinos, along with lower-level managers, are seizing opportunities to transition to top-tier operators like Wynn Resorts or Mgm International, drawn by better compensation, higher gratuities and prestige. This fluidity has created a complex dynamic, where finding willing and capable dealers remains a persistent challenge, particularly for casinos outside the elite tier, as the industry adapts to a post-pandemic reality.”
As for the top and managerial levels, is there difficulty in finding suitable figures?
“The recruitment challenges that emerged post-Covid-19 extend beyond dealers to managerial roles in Las Vegas casinos. During the pandemic, many seasoned casino floor supervisors and pit personnel either retired or chose not to return to the industry, creating a significant void at these critical leadership levels. This exodus has made it increasingly difficult for casinos to find experienced professionals capable of overseeing operations effectively.
As a gaming lecturer at the Harrah College of Hospitality at the University of Nevada, Las Vegas (Unlv) widely regarded as America’s premier hospitality program, I see immense potential in our graduates to address this gap. Unlv students enter the industry with a distinct advantage, armed with a top-tier education that blends theoretical knowledge with practical skills. I encourage my gaming students to master dealing both blackjack and baccarat before graduating, urging them to “get their hands dirty” on the tables. This hands-on experience allows them to grasp the fundamentals of major games and appreciate the challenges dealers face daily, an invaluable foundation for future leaders.
Through casino-related internships and structured management training programs, our graduates are fast-tracked toward supervisory and managerial roles. These opportunities not only accelerate their progression from dealer to management but also position them as the next generation of hospitality and casino leaders. With their vigorous preparation, Unlv graduates are well-equipped to fill the void left by retiring professionals, bringing fresh talent and innovative perspectives to the industry’s leadership roles.”
In Italy, those who work in the casino sector are considered very lucky. What is the situation in Nevada?
“In Nevada, compensation for casino workers varies significantly depending on the specific casino resort, with a clear hierarchy of earnings potential across different tiers. In Las Vegas, the landscape is divided into distinct markets. Local casinos, such as Station Casinos and Boyd Gaming, primarily serve residents and offer team members a competitive benefits package. However, salaries and tips at these properties tend to be modest compared to the iconic Las Vegas Strip. Within the Strip itself, a variety emerges. Mid-tier Strip casinos provide better remuneration than most local venues, attracting dealers seeking improved wages and tipping opportunities. Yet, the pinnacle of casino employment lies with premier properties like Wynn, Encore, Aria, Cosmopolitan, and Bellagio. At these elite resorts, full-time dealers can achieve annual earnings exceeding $100.000 Usd, a figure driven by a combination of base pay and substantial tips from high-stakes players and affluent visitors. This top-tier compensation reflects the prestige and demand for skilled professionals in these world-renowned establishments, making them the most coveted positions in Nevada’s casino industry. While not every worker reaches this level, the potential for lucrative rewards mirrors Italy’s perception of casino jobs as fortunate, although with greater variation across the Nevada market.”
How are the advent of online gaming and artificial intelligence changing the professionalism of gaming workers and risking endangering current employment levels?
“The rise of online gaming has transformed the casino industry across the United States, particularly with the surge in online sports wagering. In gaming hubs like Atlantic City, New Jersey, online platforms have become a vital revenue lifeline, significantly boosting overall gaming revenue. Yet, this shift has come at a cost to traditional brick-and-mortar operations, where table game revenue has noticeably declined as players increasingly favor digital alternatives. This evolution demands a new level of professionalism from casino gaming workers, who must now adapt to a hybrid landscape blending physical and virtual environments, often requiring enhanced technical skills alongside traditional hospitality expertise.
Simultaneously, the integration of artificial intelligence into casino operations, though gradual, is poised to redefine the workforce. Cutting-edge solutions from innovators like EagleSight.ai and Walker Digital Table Solutions are set to lead this transformation. For instance, EagleSight.ai’s ‘Pit-Assist’ technology acts as a virtual floor supervisor for every table game, accurately tracking metrics such as average bets and hands played per hour while instantly alerting surveillance to dealer errors or potential collusion. These AI tools address the industry’s shortage of seasoned table game managers by automating oversight and enhancing accuracy, tasks once reliant on human experience. Far from simply replacing workers, such advancements elevate professionalism by enabling staff to focus on higher-value guest interactions, improving service quality and operational efficiency.
However, this technological shift does raise concerns about employment levels. While AI bridges gaps in management expertise and enriches the guest experience, it may reduce the demand for certain traditional roles, particularly in oversight and routine monitoring. The challenge lies in reskilling the workforce to thrive alongside these tools, mastering data-driven insights and AI collaboration rather than being displaced by them. In my view, the future of casino employment hinges on this adaptability. Companies investing in training to complement these innovations will not only safeguard employment but also position casino gaming workers as essential to the success of a modernized casino experience.”