Another future talent-seeking strategy that lie at the heart of the hospitality industry
“Without people the hospitality industry is unsustainable.”
Hoteliers all say they want to hire and retain people who will do what it takes to succeed. Perfectly reasonable - but until they confront the many elephants in the room…they should not count on it.
The art of hospitality focuses on delivering exceptional service to our guests. But as an owner or operator, how focused are you on delivering an exceptional work experience for your team?
At the height of the pandemic, somewhere between August 2020 and late 2021, employees in the hospitality industry had time to reflect and reconsider what work meant to them. Post –Covid, people are more aware of the importance of a work-life balance and consequently there is a growing demand for greater control over hours, especially among those re-entering the workforce. Frequent layoffs have led to employee expectations staying high. Even new hires, aware of the ‘supply and demand’ conundrum, negotiate like seasoned veterans - leaving some managers both surprised and uncomfortable.
As hotel and restaurant businesses gradually get back on their feet after the COVID tsunami, one sees a familiar trend re-emerging. Despite more job openings than candidates, with demand for high quality talent in short supply, there is the tendency to return to the old ways of managing staff; such as seizing more control, pushing for longer hours, whilst hoping that the recovery will restore the power operators yielded during the ‘old’ normal.
Get into a conversation with hospitality leaders nowadays, and you’ll hear them gripe some version of “employees don’t want to work hard anymore.” Not really true. In the first place the ones that potentially can become managers of tomorrow don’t want to work in a business environment rife with budget cuts and lay- off fears. Those who do sign up are mostly seekers of ‘jobs in transit’, working or rather waiting… for an opportune opening to join another industry – one that pays better.
First of all, hoteliers need to do a better job of marketing the industry. Get rid of that long perceived notion that working in hotels, means been abused or yelled at by uncouth guests and supervisors, and that managers ‘hire then fire’, no sooner there are fewer bums on beds or chairs.
Focus on the careers that can be built from the ground up. There are thousands of managers who got started as a waiter or a bellboy. There are countless stories of people starting in housekeeping that ended up in the corporate offices. We need to relate these stories, particularly early on in orientation- because there will be waiters, bellboys and housekeepers in our hotels who potentially will be future managers. It only takes someone to be focused on building an internal path by taking that person under their wing.
A career in the hotel industry which is one that cares for people is a noble profession. Young talent needs to be made aware of all the flexibility, mobility, and career longevity that exist within this incredibly rewarding field, not least of all that it builds the types of skills that are increasingly in demand in the world right now!
The industry has to be open to supporting staff welfare and wellbeing that goes beyond just a one-size-fits-all approach. Organizations don’t have the option to be as selective anymore and need to ingratiate those willing to enter the world of hotels. Hoteliers can no longer put all their eggs in the “higher wages” basket. Offering “nice to have” rather than ‘want to have’ ones, will also not cut to the chase.
Secondly, managers should recognise and foster talent – particularly when there are promising candidates with the right attitude and mindset. Remember that today’s youngsters aren’t as patient as the baby boomers used to be. Young people coming in want to move up swiftly. They are not prepared to serve tables or make beds forever.
Hoteliers need to listen and respond to young staff to constantly keep them engaged and motivated to make the difference, while doing a better job of providing opportunities for advancement and growth.
Shafeek Wahab – Editor, Hospitality Sri Lanka, Consultant, Trainer, Ex-Hotelier
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