Getting the Most Out of the Hotel Hiring Process

By Zoe Connolly Co-Founder & Managing Director, Hospitality Spotlight | April 08, 2018

As an employer, the interview process is a critical piece of growing, supplementing or replenishing a team. While some hiring managers see it as a fun conversation and an exciting way to connect with people, others see it as a necessary evil that can't be avoided. For managers at properties who are looking to increase augment their teams, there are a number of steps they should take to get the most out of the time they're spending with candidates.

The steps below are meant to maximize the in-person hiring process.

  • Read the Resume

The average recruiter takes around six seconds to decide whether or not a resume is worth investigating further, according to an old study published by TheLadders. This incredible lack of diligence tends to trickle down to hiring managers, who spend slightly more time (assuming the candidate is lucky). Whether it's a phone screening call or the actual in-person interview, those in hiring roles should take the time to know a bit about who they are speaking with.

It's also a good practice to review the resume at each point of contact where a hiring manager will be interacting with a candidate. In cases where a few weeks pass between the phone interview and the in-person, most hiring managers can use a quick reminder of what the candidate has accomplished in his or her career.

To go an extra step, hiring managers should consider looking at the candidate's LinkedIn profile to see what types of content they are sharing and/or creating. This helps to get an even better idea of the candidate's history before speaking with them. It's important to remember that interviews work both ways; the candidate is also deciding if the role being offered is correct for them. A manager who (perhaps inadvertently) makes a candidate feel unimportant by seeming like they haven't taken the time to review the resume beforehand can alienate worthwhile potential employees.

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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.