Talent Management in the Hospitality Sector
Talent management in the hospitality sector is not only unique but also different from others. The sector is predominantly driven by people with a service attitude at their core. The uniqueness arises due to shrinking revenues, a demanding market, exacting customers, and low employee morale. The hospitality industry's HR faces new challenges constantly. On one hand, international five-star brands and their chains dominate the market, while on the other, budget and mid-size non-branded hotels struggle to maintain their presence.
Traditionally, the HR function in this industry has been transactional, but with strong global competition, HR has evolved to adopt practices that keep employees engaged and help build an employer brand to attract talent. The issues and challenges faced by HR professionals in this sector are complex.
While the industry can initially attract talent due to its high demonstration effect and glamour, retaining talent becomes far more difficult. This is because the demonstration effect quickly loses its shine when faced with relatively low compensation, long working hours, and slow career growth. These issues need to be consistently and innovatively addressed by HR.
Maturity, resilience, integrity, the ability to withstand work pressure and remain calm, along with functional experience, are some of the skill sets that are difficult to find in the present-day environment. Gen Y is largely driven by monetary factors and fast growth. In such circumstances, maintaining high-quality customer service and customer delight may be challenging but not impossible. HR leadership can play a crucial role in instilling emotional stability and developing bonding through their credibility and openness in dealings. Leading from the front, providing growth opportunities with continuous learning, sharing performance feedback every day, and recognizing and rewarding performers quickly can be helpful.
Another strategy to provide growth and a competitive compensation package could involve multi-skilling. People who can perform multiple jobs can be preferred instead of engaging one person for one job, which could lead to monotony, demotivation, and loss of interest over time, leading to attrition. HR has to play a high-impact role in managing and balancing employee aspirations and keeping them highly motivated with a strong emotional connection to the brand.
The June 2015 cover story is all about people issues in this sector. Practicing professionals and CEOs at the helm of affairs share their perspectives.
Talent management in the hospitality sector is not only unique but also different from others. The sector is predominantly driven by people with a service attitude at their core. The uniqueness arises due to shrinking revenues, a demanding market, exacting customers, and low employee morale. The hospitality industry's HR faces new challenges constantly. On one hand, international five-star brands and their chains dominate the market, while on the other, budget and mid-size non-branded hotels struggle to maintain their presence.
Traditionally, the HR function in this industry has been transactional, but with strong global competition, HR has evolved to adopt practices that keep employees engaged and help build an employer brand to attract talent. The issues and challenges faced by HR professionals in this sector are complex.
While the industry can initially attract talent due to its high demonstration effect and glamour, retaining talent becomes far more difficult. This is because the demonstration effect quickly loses its shine when faced with relatively low compensation, long working hours, and slow career growth. These issues need to be consistently and innovatively addressed by HR.
Maturity, resilience, integrity, the ability to withstand work pressure and remain calm, along with functional experience, are some of the skill sets that are difficult to find in the present-day environment. Gen Y is largely driven by monetary factors and fast growth. In such circumstances, maintaining high-quality customer service and customer delight may be challenging but not impossible. HR leadership can play a crucial role in instilling emotional stability and developing bonding through their credibility and openness in dealings. Leading from the front, providing growth opportunities with continuous learning, sharing performance feedback every day, and recognizing and rewarding performers quickly can be helpful.
Another strategy to provide growth and a competitive compensation package could involve multi-skilling. People who can perform multiple jobs can be preferred instead of engaging one person for one job, which could lead to monotony, demotivation, and loss of interest over time, leading to attrition. HR has to play a high-impact role in managing and balancing employee aspirations and keeping them highly motivated with a strong emotional connection to the brand.
The June 2015 cover story is all about people issues in this sector. Practicing professionals and CEOs at the helm of affairs share their perspectives.
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