HOTEL BUSINESS REVIEW
MARCH FOCUS: Hotel Human Resources

Recovering from The Great Resignation

By Joyce Gioia CEO, Employer of Choice International, Inc. | March 2023

The Great Resignation is a term used to describe the mass exit of employees from the hospitality industry due to the COVID pandemic and the values shift it prompted. This mass exodus has caused significant challenges for the industry.

During COVID, many hotels and restaurants closed their doors temporarily or significantly scaled back their operations, due to a lack of customers and the need to prioritize the health and safety of their staff and guests.

As the world begins to recover from the pandemic, the hospitality industry must now focus on recovering and rebuilding from the devastating impact of The Great Resignation. In this article, we will explore some strategies that hoteliers in the hospitality industry can use to recover and get back on their feet.

Health and Safety of Staff and Guests Is Still a Priority

Given that COVID has not been eliminated and many people refuse to wear the masks that we know can reduce the likelihood of infection, prioritizing the health and safety of staff and guests is definitely a good idea. This focus must include continuing to implement strict cleaning and sanitation protocols, promote social distancing, and provide personal protective equipment (PPE) to employees. By taking these steps, properties can create a safe and healthy environment for everyone, which will help to rebuild customer confidence and encourage guests and staff to return.

Shujatt Yar is Cluster General Manager of the Four Points Sheraton by Marriott and Delta Hotels in the Dubai area. "Ensuring visitors' and employees' well-being has been a top priority for us in the tourism and hospitality industries," said Yar.

^{Delta Hotels Jumeirah Beach, Dubai}

Recruiting Staff

One of the key motivators of The Great Resignation has been a re-evaluation of priorities. This values shift led hospitality workers to rethink the shift work involved with many jobs in our industry, in favor of work that would give them more time with their families. That change in priorities resulted in a significant shortage of employees in the hospitality industry. Obviously having a lack of workers to serve in front desk and other positions can make recovery very difficult. To overcome this challenge, hospitality professionals have focused on recruiting new staff---with mixed results.

Yar said that he was able to rehire and retain a lot of his previous workforce that were affected by the pandemic. Because the Dubai area enjoyed an early recovery, they managed to get the required number of associates on board a lot earlier than other destinations.

Unfortunately, Leynette Jones, the General Manager of the Fairfield Inn and Suites, Brooklyn, New York was not as lucky. Her experiences recruiting staff are representative of what we hear throughout many properties in the United States and elsewhere. "In the beginning, the problem was that people would come and stay for three months, then leave. And they always wanted to do everything the way they had in their previous jobs at other properties. Now, we can't even find experienced people," said Jones. "My best source for recruiting staff is the fast-food industry. People who have worked in that industry are typically good at establishing relationships, and our business is about building relationships that turn one-night guests into repeat visitors."

Yar added, "Associates with positive attitudes have been an essential part of our success. The associates with positive mindsets are eager to learn and perform." No doubt, Jones would agree.

In addition, to fill in the gaps, some hotel companies have hired temporary or contract staff to augment their short-term workforce gaps. These contingent workers meet their increased demands during peak seasons and help avoid the expense and long-term commitment that comes with hiring permanent staff. Hiring contingent workers also gives them the flexibility to adjust their workforce based on current needs. Before the pandemic, many hotels had converted to contract labor year-round for their security and housekeeping staffs, however, they found it is not as easy to maintain quality levels when the staff is not your own people.

Whether you are recruiting full-time or part-time people, it is important to have a clear and transparent hiring process, including remote interviews and virtual tours to facilitate the recruitment process.

^{Fairfield Inn and Suites, Brooklyn, New York}

Communicate Effectively With Staff

Effective communication with staff is crucial during times of crisis and change. This communication includes providing clear and transparent updates on the hotel's plans and operations, as well as listening to and addressing the concerns of staff. In addition to regular meetings and company-wide updates, some properties have also discovered the value of having an open-door policy where staff can speak with management on a one-on-one basis. Jones' open-door policy serves her well; it allows her to stay in close touch with most of what is happening throughout her property. By communicating effectively and being transparent, hospitality professionals like Jones build trust and foster a sense of unity among their employees.

Employee Engagement and Motivation

Employee engagement and motivation can be a major challenge for hoteliers recovering from The Great Resignation. To ensure that they are working at their best, It is essential to keep employees engaged and motivated. When properties provide opportunities for professional development, offer recognition and rewards for good performance, and create a sense of purpose and connection among staff, that goes a long way towards cementing the bonds. Moreover, hoteliers should encourage their employees to take time off and prioritize their mental and physical well-being. This emphasis on well-being will help confirm that employees are happy and motivated to come to work each day and give their jobs their best efforts.

Flexibility

The COVID pandemic has highlighted the need for flexibility in the workplace---though most jobs in hospitality do not allow for remote work. However, hotel properties must be open to flexible working arrangements like flexible hours (when possible) and job sharing. These arrangements can help to retain employees and can also be benefit hotels that are recovering and rebuilding. Furthermore, these kinds of flexible work arrangements can also help to attract new employees who may be looking for more control over their life-work balance.

Workforce Planning

Strategic workforce planning (SWP) has never been as important for the hospitality industry as it is today. It is a key aspect of human resources management. SWP is the process of forecasting future workforce needs to ensure that the organization has the right people with the right skills in the right places at the right times. In the context of recovering from The Great Resignation, workforce planning is vital.

SWP starts with a hotel's strategic plan and considers who will be needed to have the expected future success. Then the leaders must consider who they have onboard now who are able to grow into the needed positions in the future. If they are onboard, it is time to arrange a development plan. When there are no people on board now who could grow into those positions, it's time to recruit them, so that when the organization arrives at the point in the future when they are required, they will already be onboard ---and trained.

^{Tang Palace Hotel in Accra, Ghana.}

The Importance of Establishing a Culture of Caring

Perhaps the most important aspect of retaining staff is establishing a culture of caring. When your staff genuinely knows that you care about them, they will go the extra mile and exert the discretionary effort hoteliers are always looking for. No General Manager I have ever met is better at communicating this level of caring than the award-winning Sajid Khan, General Manager of the Tang Palace Hotel in Accra, Ghana. Not only is Khan a mentor to his own people, but practically every general manager of every property in the city has in some way benefitted from his wisdom. To a person, every single employee in the hotel knows Khan, because he takes a personal interest in their well-being, their families, and their growth. It is no wonder that his employee retention is high, and the reputation of the hotel is also superior.

Yar considers the environment and the workplace culture in his properties played---and plays---a vital role in sustaining his associates. Providing his associates opportunities for career development and growth within the company while taking care of their well-being has been important in retaining talent. Yar also adds that they have "a robust cross training program in place." It is part of their recruitment dialogue where associates have the opportunity to gain cross exposure within their cluster properties.

Other important factors in employee retention are offering competitive compensation and benefits, creating a positive work culture, and providing opportunities for training and development. Yar believes he has been able to offer and align fair market compensation and benefits. While perks and benefits are important, his associates have become "more keen on non-financial benefits and the overall company culture."

Jones thinks that the extensive training given to new associates plays a large role in being able to retain them. Her property provides new associates 40 hours of computer training and 40 hours with a human trainer; Jones believes that training is more important than ever. By investing in your employees, you can attract and retain the best talent, which will help your property to grow and thrive.

Leverage Technology

Technology can be a powerful tool in the recovery process. By leveraging technology, you can streamline your operations, improve communication with your associates and your guests, and even increase efficiency. One example is using texts to share information quickly, when an associate has done something noteworthy. Another is the use of a contactless payment system. Both associates and guests will feel more comfortable and safer during their stays. In addition, you can use technology to gather customer feedback and use it to improve your scores. By staying on top of the latest technology trends, you can give your guests a better experience and stay competitive in the marketplace.

A Little-Used Retention Strategy for Multiple Properties

Since Yar is the General Manager of three properties, it was not surprising that he thinks that "Moving people within the properties is great exposure for the associate as part of their progression plan. Transferring within our company, from one property to another is something that we fully encourage. A lot of our leadership team members have advanced in their careers through cross exposure between cluster properties." One of the real advantages companies with multiple properties have is that they are able to move talent around and fill-in when a middle manager or executive is out of town or ill.

Overall, for the hospitality industry to recover from The Great Resignation, properties must adopt a proactive approach to human resources management. They must take steps to attract and retain the right employees, provide a positive work culture and flexible working arrangements, and effectively plan their workforce to meet the demands of their guests today and tomorrow.

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We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.

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Looking to Elevate The Guest Experience? Start With Parking

By Al Pineda, Vice President Operations, ABM

In today’s highly competitive market, hotels are under constant pressure to elevate the guest experience while streamlining operations. Parking is no exception since it plays a pivotal role in shaping the guest journey. According to the American Hotel & Lodging Association (AHLA) in its “Beyond Recovery 2024 State of the Industry Report,” parking is expected to play a role in enhancing the guest experience and providing new sources of hotel revenue. The report states that the global parking management market should reach $12.9 billion by 2032, with a compound annual growth rate (CAGR) of 9.1% from 2023 to 2032. With...

Measuring The Effectiveness of Your Hotel's Commercial Team: KPIs and Metrics

By Nicholas Tsabourakis, Founder & Managing Director, Bespoke Revenue Management

Introduction to Commercial Team Effectiveness Measurement The effectiveness of a hotel’s commercial team plays a pivotal role in driving revenue, attracting guests, and maintaining a sustainable business. Therefore, understanding and measuring its performance is crucial for achieving success in the market. The significance of measuring its effectiveness lies in its ability to provide insights into various aspects of the business operation. Key performance indicators (KPIs) and metrics serve as essential tools for measuring the effectiveness of a hotel’s commercial team. KPIs are quantifiable measures used to evaluate the success of an organisation or specific activities within it....

Trustonomics: the Currency of Success in the Hospitality Tech Industry

By Jennifer Nagy, President, JLNPR Inc.

Especially in today’s increasingly competitive hospitality technology market, trust and credibility is one of the most important factors in ensuring profitability over the long term. When a potential customer sees your company as credible and trustworthy, it can drastically shorten the sales cycle because they already know and trust your company/solution; as such, they are considered a “warm lead” and so your sales team can skip the initial “getting to know you” stage of the purchase cycle and move right into the important next steps. Customers who already trust your brand will require less convincing, more readily accept...

Quiet Quitting: Mental Health and Wellness for Hospitality Employees

By Bendegul Okumus, Professor, University of South Carolina School of Hospitality & Tourism Management

Performing only the essential tasks of one’s job and never going above and beyond is known as “Quiet Quitting"(QQ). This term can be somewhat confusing, however, as the employee remains in their position and continues to receive compensation. QQ, also known as presenteeism, is when employees disengage from their work duties and only fulfill the minimum requirements of their job without putting in any additional effort or enthusiasm. This behavior can have detrimental effects on the individual employee, their coworkers, and the organization as a whole. QQ can result in reduced productivity, lower job satisfaction, and higher turnover intentions...

Three Main Areas Leaders Can Improve Remote Work Policies

By Lacey Leone Mclaughlin, Executive & Leadership Coach, LLM Consulting Group

COVID-19 changed everything. We all learned that sometimes you must travel with a mask. In the office, how we work dramatically changed. Zoom was just another business software before COVID-19. Today, it’s a verb. Entire etiquette has emerged around how to behave on a Zoom call. For workers and leaders, the office is still changing. Some people are back to the office. Others are working half at the office and half at home. COVID-19 created a whole new world for business leaders, team members, and everyone else in an organization.Those changes are still manifesting throughout the travel and hospitality sector....

Complete the Circle: from Mentee to Mentor

By Robert O'Halloran, Professor & Director, Hospitality Management, East Carolina University

Have you had a mentor in your career? Perhaps it depends on what you call a mentor, someone you like or someone older with more experience that can give you feedback and help you sort out or vet an issue. In my career, I have known many people, but I can say I have not had a formal mentor. I have usually identified people that were “go to” people, someone to help sort out a tough situation and help see issues from all sides. The word “mentor” comes from the character Mentor in Homer’s Odyssey. When Odysseus, King of...

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By Filip Linek, CEO & Founder, Flae Robotics

According to the Hotel Tech Report, the market size and growth of AI technology implementation in the hospitality industry have evolved from a niche investment to a necessity for staying ahead in the industry. With hoteliers facing rising labor costs, volatile booking trends, and shifting guest expectations, AI has become a key component of modern hotel operations. The AI market in the hospitality sector is projected to grow more than 90 times over the next decade, from $90M to $8.12B (Future Market Insights), and mainstream adoption is predicted, with $1.2B in AI investments in travel & hospitality by 2026 (IndustryARC)....

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