Tips for Writing the Perfect Job Description

By Zoe Connolly Co-Founder & Managing Director, Hospitality Spotlight | May 06, 2018

While a job description is obviously the official introduction to a particular role, it oftentimes also serves as a candidate's first introduction to the company. For hotels, job descriptions should go beyond details of what the job will entail to become selling documents that attract quality candidates. Trivago points out in its commercials that the average traveler visits seven websites before making a booking decision. How many do you think candidates are visiting? Job descriptions are basically marketing tools, and should be considered as such.

Below are six tips to writing a job description that help hotels draw from a deeper talent pool.

1. Company Introduction

Hotel leaders should begin every job description with a brief introduction to the company. This should be consistent with the messaging on the company website, and should also share company values or mission statement, anything that's been formalized and helps a candidate understand more about the corporation/parent company to the hotel. The messaging should carryover to social media, especially LinkedIn, for recruiting.

Consistency helps managers "sell the vision" of what they want their property to be like for guests, and in the cases of larger chains, it can help to point out the full opportunities that are available in the organization. A hotel's appeal to candidates can be enhanced by including things like awards the company has won and/or what the property is known for, as well as any perks or organizations the property offers/is involved with.

Assuming the job description is published to a job board, or being handled through a recruiter, the end of every company intro should include a link to the website so the candidate can easily research the company or hotel further.

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Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.