Recruiting Hoteliers - Required vs Desired

By Zoe Connolly Co-Founder & Managing Director, Hospitality Spotlight | January 07, 2018

When a recruiter begins the process of sourcing top talent for a hospitality client, they often come to the conclusion that something is amiss. The first hint is some sort of diversion between the job description provided and what the client has requested. The second manifests itself as a gap between the suggested role and the the talent pool. Often, the recruiter goes back to the client and explains the issues only to receive resistance, most recruiters have been told they simply need to "look harder" at various points in their career. The recruiter will continue to search, only to encounter similar candidates. 

Here are three ways that hotels and recruiters can work together to expedite the process, find the ideal candidates and get on the same page.

Start at the Beginning with the Job Description

Job descriptions are often started with a blanket/boilerplate set of job requirements, but hotels can't stop there. A few additional steps are necessary to to get it right and attract the right candidates. Naturally, it's impossible to know in advance when a job description might change, it's important that the actual posted role mirrors what the job will be. Changing the position too many times will elongate the process and it can give the property or manager a bad reputation of being indecisive. At times this will be a necessary evil, but it should never become the norm.

There are a few ways to avoid this.

  • Ask the team for feedback. What have they seen that's worked (or failed)? What is really needed to succeed at the property or as part of the hotel's staff? What did the most successful person in the role have that others didn't? What position did this person (or people) hold before coming to the role?
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Coming up in February 2019...

Social Media: Getting Personal

There Social media platforms have revolutionized the hotel industry. Popular sites such as Facebook, Twitter, Pinterest, Instagram, Snapchat, YouTube and Tumblr now account for 2.3 billion active users, and this phenomenon has forever transformed how businesses interact with consumers. Given that social media allows for two-way communication between businesses and consumers, the emphasis of any marketing strategy must be to positively and personally engage the customer, and there are innumerable ways to accomplish that goal. One popular strategy is to encourage hotel guests to create their own personal content - typically videos and photos -which can be shared via their personal social media networks, reaching a sizeable audience. In addition, geo-locational tags and brand hashtags can be embedded in such posts which allow them to be found via metadata searches, substantially enlarging their scope. Influencer marketing is another prevalent social media strategy. Some hotels are paying popular social media stars and bloggers to endorse their brand on social media platforms. These kinds of endorsements generally elicit a strong response because the influencers are perceived as being trustworthy by their followers, and because an influencer's followers are likely to share similar psychographic and demographic traits. Travel review sites have also become vitally important in reputation management. Travelers consistently use social media to express pleasure or frustration about their guest experiences, so it is essential that every review be attended to personally. Assuming the responsibility to address and correct customer service concerns quickly is a way to mitigate complaints and to build brand loyalty. Plus, whether reviews are favorable or unfavorable, they are a vital source of information to managers about a hotel's operational performance.  The February Hotel Business Review will document what some hotels are doing to effectively incorporate social media strategies into their businesses.