When it comes to our guests, hospitality is great at hitting the spot. But when it comes to our very own people — our staff and employees — we often miss the mark.
There, I said it.
Now, don’t get me wrong: There is plenty that is new and exciting coming up in our sector, and I am regularly wowed when I browse development proposals and newsletters. I have no doubt that we are an industry full of consummate professionals at the leading edges of their fields, people who are passionate about creating exceptional properties and experiences, and who regularly do so against the odds. While I am of course dismayed by the talent shortage that our industry has faced since the pandemic, I am also delighted when I see the resilience and innovation in those that have stayed and joined.
And that is exactly my issue.
On the one hand, we have the most beautiful development plans. On the other, we have all matters of people. They are treated as distinct categories. The first lies with the owner, the second with the operator. For owners, staffing is an afterthought — if it is a thought at all. With recruitment and training entirely in the hands of the operator after the handover, they are squarely placed in the “cost,” not the “investment,” category.
This absolutely needs to change. After 40 years of exploring our industry from virtually every angle — from waitress to senior consultant and coach, from managing director to guest — I am convinced that even the most outstanding property is only as good as the people who bring it to life. Meaningful experiences, priceless memories, the feeling of being a guest who is truly “seen” — all of that arises from the careful attention and exceptional service provided by well-trained, enthusiastic staff. Stunning interiors might provide the setting, sure. But the substance? That’s the ineffable, the irreplaceable human element. Moments in which we experience true hospitality are those that will never be replaced by an AI or tech solution, precisely because they rely on authentic connection.
With outstanding service being the lifeblood of our industry, it of course requires the right training. It is for this reason that I would say: It needs to start a lot sooner than it does, in the pre-opening phase even. I propose that we treat recruitment, training efforts and people development as an investment to be carried among owners and operators for the first 18 months. This would allow operators to start with an impeccably trained team, taking care of the first guests who will hopefully become ambassadors of the new property. It also allows the operator to establish a solid people strategy and ideally a carefully crafted and nurtured culture. Beyond that, it aids with taking care of the snagging list while running the hotel. With us living in uncertain times, all of this is more important than ever. The next crisis may just be around the corner, and we’ll all be better equipped to face it with a top team in ours.
Even so, this still leaves the question as to how to source the right talent. Well, I think that employers will have to take a good, honest look at what it might take to become an attractive employment destination. Not just do we need to really start promoting the fabulous jobs our industry has to offer, but we have to follow through on those promises, too. There is a whole host of multifaceted, creative, challenging opportunities in hospitality. It is one of the few industries in which there really is not much of a glass ceiling — you truly can go from receptionist to CEO. Plus, it speaks to many people’s desire to travel, to live and work anywhere on the globe.
I don’t think that the problem lies primarily with the jobs. Rather, it is a matter of conditions. Operators already excel at bringing a service mindset to their guests. Now they just need to realize that employees are the other side of that same coin and meeting them with that same service mindset. This is not about being subservient or following your team’s every whim. It is simply about learning what it takes to be a great, competitive employer who knows what to bring to the table to attract and retain top talent, who, just like your guests, will also act as ambassadors for your brand.
Looking at best practice examples from other industries is one easy first step, but in my work with clients I find that there is something that is even more basic: a simple conversation. Whenever you recruit great talent, ask them what they might need in order to envisage a long-term future in your company and the industry at large, and then truly listen. Put yourself in their shoes, try to understand what they need and desire. Be bold and dare to do things differently. And from everything you learn, make a conscious effort to build the kind of leadership culture that makes things work for the people who work for you. Personally, I have put my money where my mouth is, leaving the financial/operations consulting side of things to help hospitality leaders do exactly that, and l love seeing the results. After all, we truly are the people business.
Yes, all of that requires a shift in mindset in which we treat people not as a cost, but as the heart and soul — rather than just the hands and feet — of our business: an investment into our future.
Cornelia Kausch is founder, leadership coach and consultant at CK Hospitality Advisors GmbH.
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