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The hotel and catering industry is currently under immense pressure, characterized by a large number of unfilled vacancies and a shortage of workers, and is facing major HR challenges. With a directive management style, an intense work pace, a professional culture of imitation passed down through the generations, and a strict work ethic, the development of employee loyalty, particularly among the youngest staff members, poses a significant challenge. This study aims to analyze the issue of retaining young staff members with low initial educational capital within VSEs/SMEs. To this end, we will draw on a theoretical framework that combines social exchange theory with individual expectations. We will also present our interpretative and qualitative exploratory approach, based on semi-structured interviews with thirty-seven young professionals at the beginning of their careers and ten managers, as well as on participant observations. Our results will shed light on the current “loyalty stalemate” caused by the perceived non-reciprocity of social exchanges and the paradoxical expectations of these young employees and their supervisors. Finally, these results will be examined, with a particular focus on the need to rethink the integration and organizational socialization of new starters in light of the specificities of the sector.