China is expected to be the world's top tourist destination by 2020; consequently, its hotel industry is becoming increasingly competitive. With the industry under significant stress, hotels encounter the escalating challenge of retaining their staff, especially managers. This comparative case study investigates the extent to which career development policies and practices influence staff retention, comparing an indigenous Chinese hotel with a leading multinational lodging company. Overall, the evidence suggest that compared to the indigenous Chinese hotel, the multinational hotel has an extensive career development program assisting them to maintain and attract talent.