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HOTEL BUSINESS REVIEW

MARCH FOCUS: Hotel Human Resources

 

Hotel Recruitment: a Strategic Approach

By Merrick Dresnin Chief People Services Officer, Cote Hospitality | March 2022

What does it take to succeed in recruitment?  The first thing to understand is that good recruiting is more than hiring. 

Good recruiting is deliberate and forward-thinking.  It has to be far more than the day-to-day panic hire; it has to be deeply strategic in order to genuinely support the business.

I have often wondered about the meaning of strategic Human Resources.  According to the Society of Human Resources Management (SHRM), strategic human resources involves a future-oriented process of developing and implementing HR programs that address and solve business problems and directly contributes to major long-term objectives.  (Practicing Strategic Human Resources, SHRM).

Expanding on the above definition, I believe strategic human resources is the art of shaping an organization's future.  Shaping the future is a partnership, naturally.  Human Resources' role is to work with operations to determine the best path for future days, months, years.

With our many job openings, it often feels like we are "spinning" when trying to recruit and retain the right people for our organization.  It is painful to onboard new people, and extremely painful for those left to pick up the extra work resulting from the people who leave.  There is a mad rush to "warm-body hire".  Bringing on anyone who applies is, at best, a band aid to the needs of the organization.  It can be wasted energy if you rush someone in only to find yourself trying to rush them out because they fail to assimilate or fail to "fit in".

Equally as bad as a "warm body hire" is onboarding an excellent employee into an organization that is unclear as to its direction, fraught with infighting and unclear as to its roles.  The "savior employee" cannot turn around a company functioning with a day-to-day mentality.

HR cannot support their business partners if their partners are not "crystal clear" on their structure and what positions, within that structure, they need.  Before expelling any energy recruiting, HR professionals need to take several strategic steps to ensure their recruitment support is optimized and the organization knows exactly what it needs to move forward.  If taken in order, these steps ensure that you fill your gaps and retain the talent you find.

1. Strive to Understand the Company's Goals

It would seem obvious – companies should know what they want to accomplish.  Not all of them are so clear.  Whether there are arguments at the ownership or Board of Director Level, or they are not sure in what direction to aim, companies often struggle defining their own goals.  It is challenging to recruit in an atmosphere where your client or employer is not clear what achievements define success.

It is essential that the HR professional strive to parcel out as much information as possible.  Even if the company is not "crystal clear" as to its direction, it is important to understand what the company is attempting to do. 

Perhaps the goal is no more than being profitable.  HR must know, to the degree it can, what the company exists to do, why and how.  That information should lead HR professionals to parallel the company's targets.  For example, even if the company is not entirely clear on its direction, if it knows it wants to secure a profit, HR should strive to recruit those who have successfully implemented revenue-driving strategies.  Even a general understanding is better than no understanding at all.  General understanding is at least enough to help the HR professional define their recruiting strategy in terms of the talent pool to draw from. 

2. Optimize the Organizational Chart

After securing an understanding of the company's direction and general targets, the next step is understanding what positions are in place to get the company there.  HR professionals attempting to fill roles need to understand exactly what those roles are and where they fit within the organization.  The recruiter, when speaking to a viable leadership candidate should be able to broadly visualize where that position may fit within the specific team and where generally within the company.

The HR professional needs to know the company's organizational chart.  I have found many companies either lack such a chart or have one that is outdated.  It is of great value to develop an up-to-date organizational chart.  HR can best recruit if it knows where all the pieces of the puzzle fit.  HR may want to provide guidance to a company's leadership team in formulating the revised organizational chart.  HR should ask questions eliciting information as to each position's responsibilities and interaction with other roles.

If HR sees the entire "company picture" through a chart, they can then narrow their view when recruiting; they can understand where the specific position they are trying to fill fits within that broad structure.  This is extremely helpful when interacting with viable candidates, as they often ask what their role is in the organization and how they work with others. 

3. Clarify the Roles Within That Chart Through Job Descriptions

Once HR has the company's direction and the general organizational chart, it is time to move to the third strategic step.  HR can now visualize the puzzle, and it is time to look at each individual piece of that puzzle.  One visualizes each critical business piece by either analyzing or drafting the job description. 

HR needs to work with the hiring manager to determine the anticipated duties of each role, along with their expectations of viable candidates.  This is typically done through job analysis, which is the process of determining what each job does and requires.  Once preliminary work is done to determine what the hiring manager seeks, HR can work with that manager to revise or draft the job description.  Armed with an accurate job description, HR now has the specific description of the position, where it fits on the organizational chart and how it would support the overall direction of the company.  HR strategy at its finest!   

4. Analyze the Efficiency of Work Product of Current Incumbents

Rarely does this process start from scratch, as the company likely has incumbents working.  These incumbents may or may not understand the company's direction.  Strategic recruiting involves proper deployment.  It is important to understand your current performers and maximize their fit within the organization; are they meeting individual goals and properly contributing to the company's success in the roles they fill?  If not, think about where they may fit best and consider some shifting resources in order to optimize performance, as you prepare to recruit new pieces into the company. 

If HR does not assist the company in determining whether they have the right current resources, then HR is derelict in its duty to help the company move forward.  Understanding current resources and how they contribute to the business is critical before bringing any further resources into the organization. 

5. Recruit With Active Communication

Nearly all necessary steps for HR's strategic "drive for results" are in place.  Critical to all that we have mentioned so far is a communication strategy tied to recruitment.  Human Resources must clearly communicate both internally and externally the available open positions, how they fit within the organization and what is needed for their complete success. 

Employees within the organization should understand what roles are needed and why such roles are of value for a couple of important reasons.  First of all, they can become the best recruiters.  Employees have friends and family who may be seeking opportunities or may know of others who are.  Your own employees are usually your least expensive and most important sourcing options. 

Second, it is helpful if your internal staff understands what you are recruiting for, why and the particular skills successful candidates will bring.  Open communication can knock down walls and resistance.  If people know what the company is doing and why, they are more apt to accept changes and initiatives.  People are more likely to welcome new hires if they know why those new hires are needed and what they are expected to be doing.  New recruits are then able to onboard more efficiently and comfortably. 

What About the Specific People?  Isn't It All About Them?

So where is that excellent candidate in your strategic recruiting steps?  We do not want the best people?

I would never suggest you fail to bring on a special candidate.  Find a place for talent in this tough market – always!  However, if a company or an HR team strives to recruit strategically, I would argue that determining the company's direction, its optimal organizational chart, its specific role descriptions, the proficiency of its current team and communicating what gaps exist and how you intend to fill them is far more critical than bringing on that "rock star". 

In professional football, you have a team with an offense and a defense with eleven (11) players on each side of the ball.  You have roles for each player.  Fail to determine what each role is supposed to do, and the most prolific "Pro Bowl" player will be lost. 

Bottom-Line

Following sequentially the five (5) steps noted above will usher in strategic recruitment and not just hiring:  Know the goals of the organization, understand the organizational chart, clarify roles through job descriptions, analyze the work of those currently within the company and communicate your needs. 

Before you go finding the pieces, know what your completed puzzle will look like.  Once you know the big picture, you can begin to successfully recruit people who will stay with you and contribute the way YOU need them to.  We all want rock stars, but without the right stage, they are no more than karaoke barflies.  Set the stage for a great act, and you will attract and retain excellent talent.   

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Stephanie Smith How Hotel Digital Marketing Can Bridge Gaps in Hotel Commercial Strategy
  • By Stephanie Smith, Founder & CEO, Cogwheel Marketing

    • There continue to be silos in commercial strategy. Let’s dig deeper into how digital marketing needs to function to guarantee a seat at the table. Marketers need to first understand that all their acronyms mean nothing if the hotel isn’t getting its fair share and not taking market share from the competition. Our world is full of acronyms. SOV, ROS, CPM, CPC, ROAS, KPI, CTA, CTR... and the list goes on. They ultimately don’t matter if total hotel performance is not there. But we still need to be able to evaluate all these acronyms and use them...

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Kim Lawton 4 Trends Shaping the Future of Hotel Experiences and How to Best Monitor Customer Loyalty
  • By Kim Lawton, Founder & CEO, Enthuse Marketing Group

    • Traveling is so much more than the "where" of it all. The "what" has grown in importance over the last few years, especially in the age of personalization. People aren't just traveling to a given destination. They're traveling for the experience, and a large part of that experience hinges on their accommodations and its offerings - a fact not lost on most brands in the hospitality industry. In recent years, an increasing number of hotels have been revamping their offerings to better align with the expectations of the modern traveler, all in an effort to redefine the traditional stay and...

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Justin Taillon Beyond the Bed: Rethinking Guestrooms for the Year 2075
  • By Justin Taillon, Full Professor & Department Head, Highline College's Hospitality & Tourism Mgt

    • HITEC is the largest hospitality technology show in the world. I began attending the show when I was an undergraduate student majoring in hospitality. The size and scope of the HITEC show, with more than 6,000 annual attendees, was impressive. Perhaps my favorite piece of the show was Guestroom 20x. Guestroom 20x was a mock hotel room on the event’s showroom floor. The purpose of the room was to showcase modern guestroom technologies. Attendees were able to experience a myriad of technologies that were forecasted by elite industry professionals to exist in guestrooms of the future. I was a...

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Robert O'Halloran Hospitality Leadership Skills & Traits Assessment
  • By Robert O'Halloran, Professor & Director, Hospitality Management, East Carolina University

    • A leadership style refers to a leader’s methods and behaviors when directing, motivating, and managing others. A person’s leadership style also determines how they strategize and implement plans while accounting for the expectations of stakeholders and the well-being of their team. Leadership is the ability of an individual or a group of people to influence and guide followers or members of an organization, society, or team. Leadership often is an attribute tied to a person’s title, seniority or ranking in a hierarchy. However, it is an attribute anyone can have or attain, even those without formal leadership positions. It is...

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Heather Berti How to Successfully Create a Diverse and Inclusive Workplace
  • By Heather Berti, Senior Vice President of People Services, Arlo Hotels

    • Workplace culture can make or break a company. It’s the talent and individuals that contribute to a business who define its success from the beginning. According to Deloitte, 83% of executives and 84% of employees believe that having engaged and motivated employees is the most important part of a company’s success. It is easy to promise your employees and audience that you strive for a diverse and inclusive work environment, but the execution of this promise is where many companies struggle. Creating a truly inclusive workplace goes beyond just making statements or setting policies; it requires continuous effort, commitment and...

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Heather Berti What Can Companies Do to Improve Generation Z Retention?
  • By Heather Berti, Senior Vice President of People Services, Arlo Hotels

    • Generation Z is making headlines as it replaces millennials as the youngest generation in the workforce and introduces its own perspectives and approaches to work life. According to the United States Department of Labor, Gen Z accounts for almost one-fifth (18%) of the labor force, surpassing baby boomers. That number is expected to grow as more individuals from this generation graduate from college and enter the workforce. With every new generation, there’s a learning curve for the generations that came before. Generation Z has already made its mark with its expectations for work-life balance, company culture and more. Still, perhaps...

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Rekha Magon The Rise of The Digital Nomad Family
  • By Rekha Magon, Co-founder, Boundless Life

    • The image of a digital nomad has long been associated with young professionals working from laptops on tropical beaches, moving freely without ties to a fixed location. But in recent years, this modern, ever evolving lifestyle has now expanded well beyond adventurous solo travelers, giving rise to an entirely new and exciting demographic: digital nomad families. As remote work becomes more normalized and flexible education options emerge, more families are rethinking what stability, connection, and community look like. Emergence of Digital Nomad Families The rise of digital nomad families is a relatively recent phenomenon, gaining momentum as remote work continues...

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