Successfully Managing Today's Shorter-Term Hotel Workforce

By Cara Silletto Founder, Crescendo Strategies | March 25, 2018

An imminent danger is threatening many companies and their future profitability: short-term workers. Unfortunately, the decrease in average tenure of today's workforce cannot be avoided completely. But fortunately, it is a situation leaders can prepare for and manage successfully, mitigating much of the long-term risk to the organization and its bottom line.

While many blame Millennial workers (born 1981-2000) for their lack of traditional loyalty, a perfect storm situation has caused the revolving door of turnover to speed up over the last decade, including a competitive market for talent and the lack of loyalty from both employers and employees.

The Perfect Storm of Staffing Instability

First, everyone is hiring – inside and outside the hospitality industry. Since the recession lifted, we have remained in an employees' market where applicants and staff have an advantage over employers. They know everyone else in the area is also looking for talent, so if they are unhappy with their schedule, their uniform, or their boss, they are likely to walk away.

Additionally, most companies have cut long-term benefits such as pensions, and there is no guarantee of long-term employment when everyone knows layoffs occur to combat the competitive hotel environment. Employees know their loyalty will mean nothing if the company needs to downsize, so why should the company expect loyalty to go in the other direction either?

So, what should organizations do about it? Plan for shorter-term workers, extend their tenure as much as possible, and maximize the time you have with each worker. More specifically:

Choose a Social Network!

The social network you are looking for is not available.


Hotel Newswire Headlines Feed  

Rita Barreto Craig
Ken Greger
Jeff Johnson
Raul Chacon
Lisa Cain
Dennis Rizzo
Robert M. O'Halloran
Court Williams
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.