Hiring for hospitality has gone through wild swings during the pandemic.
Staff was let go when demand plummeted last year, understandably. The remaining staff wore multiple hats — GMs getting down and dirty with room cleaning and Revenue staff handling operations duty.
When demand started picking up this year, hotels experienced something they had not anticipated — a labor shortage. People have tried to come up with multiple explanations — generous subsidies, staff finding employment in other industries, staff dissatisfied with hospitality roles etc. There are many reasons but let us focus on solutions.
The easiest and fastest way is to pay more.
Paying more is easier said than done. If you increase the pay for new, incoming staff, what are you going to do about your existing, experienced staff? The labor shortage is putting an upward pressure on wages across all staff, not just the new hires.
And with wage increase for everyone, how are you going to maintain your hotel profitability? Keep reading.
There is another way to look at these higher wages. Are you getting more output for more pay? If yes, then paying more is not an issue. You have to find ways to operate your property more efficiently. How? Keep reading.
Do you need all the roles? Are there people who can do more than one job? Same people who helped during the pandemic by wearing multiple hats!
Hiring skilled, higher-paid employees and eliminating redundant roles will do more to your bottom line than any wage increase. But, your staff is already overwhelmed. How can they do more? Keep reading.
Historically, technology has helped increase productivity. This has supported wage growth in all other industries. Hotels have been laggards when it comes to technology adoption. Pre-pandemic, they had the luxury of rising RevPAR. Why change processes when it is not broken? The pandemic has changed that dynamic.
While hotels have been technology shy when it came to operations, every guest and every hotel employee is walking around with a computer in their hand. That’s their smartphone. It’s time to put them to use. Time to invest in technology that improves your bottom line.
But I already have all the technology and I’m still not seeing an improvement. What am I missing? Keep reading.
Being a laggard means staying with old, antiquated technology far longer than is good for your hotel. Most hotel software is chock full of features slapped together with little thought behind user friendliness.
Hotels have staff that span the gamut: from revenue managers doing complicated spreadsheet analysis to housekeepers running between rooms to get them cleaned in a timely fashion. The hotel software, especially the one to be used by the entire workforce, has to be powerful and at the same time, dead simple to use.
Hiring is a challenge. The solution is to look at the hiring problem in a holistic way. And to do what all other industries have done — use technology to hire fewer but more productive staff.
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Your hotel’s budget is essentially a business plan for the year ahead. Where do you need to spend money to improve your hotel? Which areas need less cash influx than the year before? Are your staff being paid fairly, and are guests being given the best-possible experience?