Library Archives

 
Mark Heymann

Guest satisfaction data, while critical, will do little to increase intent to return and recommend if an operator lacks the ability to view it in the context of other key aspects of the hotel's business. Today's hotelier must break down the departmental silos that have traditionally assigned guest satisfaction to marketing, employee engagement to human resources and productivity to operations, to gain a holistic view of the factors impacting the guest experience and, ultimately, drive business. Read on...

Philia Tounta

Human Resource Management in a small business can be a vital task leading to success. Specifically in the service sector, service quality depends mostly on the quality of personnel since it is labor intensive and requires face-to-face interaction with customers. Unfortunately, small-sized hotels are faced with unfavorable conditions but they have opportunities to expand using their strengths as small firms with high levels of flexibility. Smaller organizations need to change HR practices compared to larger organizations because of the different workforce requirements and legal. Specifically, they must focus on improving customer satisfaction and the quality of service through a procedure of well organized HR management. Read on...

Bruce Tracey

The term 'Future of Work' (FoW) has quickly become part of our everyday lexicon and has arrived with very real-world implications for companies and firms across the globe. Hospitality organizations are certainly not going to be an exception. From dizzying advances in FoW technology and consequential job design, to sweeping workforce demographic changes, to the reality of having to leverage greater numbers of agile/on-demand talent, hospitality companies will need to rely even more on their HR functions to navigate these inevitabilities. All this, on top of an industry already with a bit of an image problem. This article discusses some of the implications of FoW for the hospitality industry and presents three questions for organizations to ponder as they begin to adopt the necessary strategies, tactics, and practices to support FoW. Read on...

Rick Garlick

Regardless of how technologically driven or popular a hotel brand is, customer service can truly make or break a hospitality experience. While our homes and daily lives can be reliant upon Alexa, hotel experiences still require personal touches and a "ready to serve" experience. What can we do to consistently deliver high customer satisfaction rates? This article takes a deeper dive into a variety of different approaches which hotel management can implement to continually motivate their employees leaving customers feeling positive, satisfied and fulfilled from the overall experience. Read on...

Zoe Connolly

From things like being up to date on the latest job board or careers site, through finding the time to screen every qualified potential candidate, hiring can be a brutal experience. This is among the chief reasons that the recruiting industry came into being; recruiters can make things easier for hiring managers. But not all roles and situations merit the help of a seasoned hiring professional. In facat, there are a number of circumstances that travel tech and hotel leaders should consider before bringing on a recruiting partner. This article identifies when it is, and when it is not time for hiring help. Read on...

Christopher Manley

Hotels operating in a seasonal market must be prepared to continually adjust to the drastic variations in business throughout the year. By far, one of the greatest challenges for such properties is to maintain proper staffing throughout the seasonal swings. Hotels that proactively combat staffing challenges – through tailored strategic planning and cultural efforts – will be well positioned to thrive in seasonal environments. Hiring team members during the proper season, incentive programs, referral programs and career pathing efforts all contribute to creating an "Employer of Choice" brand, which is an often overlooked yet critical factor in successful recruitment and retention. Read on...

Mark Heymann

A persistent labor shortage means the hospitality industry is facing tough workforce questions: How can a hotel deliver the level of service it promises with a smaller staff? Will tougher competition for workers impact average wage rates in a historically low-paying industry? What solutions, like cross-utilization, can hotels implement now? And what solutions will require larger-scale legal and societal change? Among the more transformational ideas this article will explore are rethinking current minimum shift requirements and looking to nontraditional sources, from retirees to training the formerly incarcerated, for future hospitality work. Read on...

Zoe Connolly

Industry-wide, there is recognition and agreement about the pitfalls of hiring the wrong person. Aggressive estimates say that the cost of a poor hire can go as high as $240,000, and the US government says it is 30% of the the (ill-fated) employee's salary. But as we all know, turnover is real, and there is a 100% chance a hotel, hospitality company, TravelTech provider or chain of properties will need to make a new hire. Below are five ways to ensure your next hire is the right hire, every time. Read on...

Zoe Connolly

Hiring the right people is hard work, in and of itself. From casting a wide enough net to attract a variety of quality candidates, to getting the ideal hire to accept an offer, there are many pitfalls through the hiring process. There are external elements recruiters and HR leaders in the hospitality industry face that increase the level of difficulty. These include budgetary constraints, brand reputation and location. That's not to say there aren't best practices that will help to overcome these issues and ease the mind of quality candidates, getting them from prospective employee to actual hire. Read on...

Susan Tinnish

Coaching relationships offer a pathway for personal and professional development. Many organizations expect their senior leaders and middle managers to coach their team members toward higher levels of performance, increased job satisfaction, personal growth, and career development. This internal coaching serves as an important employee retention tool as employees see a pathway for their career within the hotel, brand or company. More senior hotel executives can benefit from external business coaching from a professional coach. These relationships support an executive working on goals, strategies, and real-world, real-time issues that arise. This article focuses on the value of external coaching. Read on...

Zoe Connolly

Hiring great people is critical to the success of a hotel or hotel tech company. It takes considerable effort and money to find employees that are the right blend of cultural and experiential fit. But hiring is only one part of the human resources equation. After going to great lengths to find the right employees, it is just as critical to keep them. This article looks at the ways many hotels are building employee engagement to increase retention, focusing on both obvious initiatives (like proper pay) and newer approaches (such as points programs). Read on...

Bernard Ellis

A labor rule was set to go into effect during the final days of the Obama Administration that would have called for almost doubling the minimum salary an employee must earn before he or she becomes exempt from overtime pay. Owing much to pressure from our industry, which would have been significantly affected, the rule was prevented from taking effect by the courts and summarily shelved. For those workers who were affected, especially those who were extended the raise then had it taken away, it was not only breaking news, but heartbreaking news, and made for low morale and heightened distrust. What now? Read on...

Miranda Kitterlin, Ph.D.

Millennials are entering the workplace with the ideology that their tenacity and education would propel their professional career. They are being met, however, with some stark realities. In speaking to numerous millennial hospitality workers, it was apparent that there are some gaps between what they expected from the workplace versus what they are actually experiencing. These gaps are explored, and supplemented with direct quotes from millennial hospitality professionals. The millennial worker is a valuable resource to our industry, especially given the size of this young generation. It is important that industry professionals understand these misconceptions so as to maximize performance. Read on...

Rocco Bova

Talking about Millennials it's been now a hot topic since 10 years. Of course, we all know how relevant it is, being the majority of today's workforce and tomorrow's leaders. What's most important is the fact that every industry is gearing up towards them, from travel to technology and from education to retail. Of course the reason is simple, Millennials are and will be the next BIG business opportunity. Here are some tips about managing Millennials in the (hospitality) workplace and beyond with my two cents. I took it seriously because I saw the opportunity, are you? Read on...

Zoe Connolly

As kids, we are taught that honesty is the best policy, if you lie you won’t be trusted, don’t cry wolf and so on. In other words, we’re taught about transparency. In the recruiting world, transparency harkens back to the same lessons, and is just as important for the hiring manager’s reputation and the property’s reputation. “Transparency” means a number of different things to everyone, but when it comes to the HR field, it’s important to consider all of the potential implications. This article looks at five different places where hotel leadership has the opportunity to be transparent in order to attract and retain top talent. Read on...

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Coming up in June 2019...

Sales & Marketing: Selling Experiences

There are innumerable strategies that Hotel Sales and Marketing Directors employ to find, engage and entice guests to their property, and those strategies are constantly evolving. A breakthrough technology, pioneering platform, or even a simple algorithm update can cause new trends to emerge and upend the best laid plans. Sales and marketing departments must remain agile so they can adapt to the ever changing digital landscape. As an example, the popularity of virtual reality is on the rise, as 360 interactive technologies become more mainstream. Chatbots and artificial intelligence are also poised to become the next big things, as they take guest personalization to a whole new level. But one sales and marketing trend that is currently resulting in major benefits for hotels is experiential marketing - the effort to deliver an experience to potential guests. Mainly this is accomplished through the creative use of video and images, and by utilizing what has become known as User Generated Content. By sharing actual personal content (videos and pictures) from satisfied guests who have experienced the delights of a property, prospective guests can more easily imagine themselves having the same experience. Similarly, Hotel Generated Content is equally important. Hotels are more than beds and effective video presentations can tell a compelling story - a story about what makes the hotel appealing and unique. A video walk-through of rooms is essential, as are video tours in different areas of a hotel. The goal is to highlight what makes the property exceptional, but also to show real people having real fun - an experience that prospective guests can have too. The June Hotel Business Review will report on some of these issues and strategies, and examine how some sales and marketing professionals are integrating them into their operations.