The hospitality business in the aftermath of COVID-19

Alexander Pratt the Area Director of Human Resources, Omni Hotels & Resorts recalls the closure of the hotel where he worked - which happened to be the longest continuously operating one in the US, in March 2020, due to the COVID-19 pandemic. At that time, he overlooked 10 hotels, where each hotel had its own HR team, totaling around 30 employees working in various HR positions. Within a month, i.e. as of 1^st April 2020, only 6 remained. As a result, the definition of ‘Area’ insofar as Pratt was concerned, changed. At a Macro level, the pandemic caused widespread pandemonium leading to instantly re-defining hospitality.

COVID-19 compelled re-imaging the way the hospitality industry operated. Pre-COVID, a hotel company had certain safety protocols. During COVID, it morphed into a safety company that had hotels.

Constant  closures and re-openings as well as rooming / seating restrictions caused by the pandemic forced immediate and profound changes to the staying / dining out experience, where fear was a constant companion. The more agile operators adapted by embracing basic take-away options or by creating restaurant a-like experiences at home. Some took it further by moving to a full cloud kitchen concept. COVID-19 also led us into isolated work environments.

Now that COVID-19 has ebbed, let’s, on the one hand, look at some of the changes that have come to stay – in the short and medium term.

• Information Technology: Auto check-in and check-out, Mobile payments, QR codes, Augmented & virtual reality systems (MICE), Virtual tourist guides.
• Food & Beverage: New strategies for online ordering, takeaway and delivery services, adaption of in-room dining ordering process, enhanced accessibility to vending machines.
• Front of House & Housekeeping: Appropriate signage, continuous and updated information to clients & guests from concierge and front desk, cleaning hygiene & security protocols, WHO compliance and public health authority guidelines.
• Revenue Management: Short term / regular forecasting, real-time adjusting to changing demand patterns, offering value rather than discounts, encouraging up-selling / cross-selling.
• Sales & Marketing: Partnering with other brands and industries.
• Management: Agility to adjust to changing demand patterns, move customer touchpoints online and expand the experience.
• Finance: Be prepared to navigate doing business in an uncertain environment, getting cash flow in order and continually assessing business health.
• Human Resources: Rethinking workforce - capacity, capability and affordability.

On the other hand, several COVID-19 induced health and safety protocols are disappearing or appearing (as in the case of buffets) in the face of the recovery from the pandemic. Organisations are once again relying on full dining rooms sans guest / table distancing, weddings and conventions have pivoted towards business as usual with large crowds.

At the height of the pandemic, cleanliness was the most important concern – especially to guests. But since of late, anecdotal reports from hotel guests have given hotel cleanliness mixed reviews. Is it possible that hotels have changed their tune? Memories of those incredibly bad days when COVID-19 hit the hardest may perhaps be growing faint. Looking ahead though, Covid-19 is not going to totally fade away. It is here to stay in one form or another.

Let’s remember that.

Shafeek Wahab – Editor, Hospitality Sri Lanka, Consultant, Trainer, Ex-Hotelier

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