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 April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.