Library Archives

 
Mark Heymann

The hotel industry is complex, and every hotel and restaurant is different – where the hotel is located, the skills of the staff needed to effectively run the operation, the number of restaurants, cafes and other amenities offered – the list goes on. Finding the right labor management system is time consuming and requires extensive research, which is why so many operators chose to go with a simple, one feature set-approach. On the surface it reduces stress because of its ease of use, but depending on the business, a one-size-fits-all approach just won't cut it. READ MORE

Frank Passanante

Year after year, companies invest in off-site meetings and events to better enable their employees to build in-person connections. Face-to-face interaction has consistently been identified as a critical component to company growth, employee success and overall productivity. In my role at Hilton, I am consistently asking for feedback from my team of sales professionals and our customers. From those conversations, we see several trending themes across the meeting and events industry that we expect will continue to grow in importance in 2020. Let's take a look at what these important trends are... READ MORE

Hicham Jaddoud

Hospitality organizations may spend tremendous amounts on improving the guest experience, but they still have ways to go in improving their employee turnover and training. The hospitality industry has a culture of high turnover and lack of training due to different internal and external factors. Experiential learning and customized training programs may not only support employee retention and improve morale, but ultimately provide a positive guest experience, drive repeat visits and increase profitability. From an employee's perspective, there is the added benefit of creating a pipeline of promotable employees. From the guest perspective, better-trained employees are going to deliver better on the company mission statement as well as the brand standard. READ MORE

Priyanko Guchait, PhD

Error recovery performance is defined as the extent to which employees believe they are capable and willing to handle, manage, and resolve mistakes or failures effectively after they have occurred. Investigating how employees manage errors is critical since effective recovery performance can have influence on important outcomes including customer satisfaction, attitudes of employees and coworkers, and effectiveness of teams, departments, and the overall firm. An instrument is provided to measure error recovery performance of employees. Finally, suggestions are provided to managers to improve the recovery capabilities of hospitality employees. READ MORE

Mark Heymann

The hospitality industry is grappling with challenges that shouldn't come as a surprise to anyone: A labor shortage, demanding customers and profit pressure. At the center of these issues, managers who oversee the complexities of hotel staffing must decide how to schedule employees based on the daily needs of the business and complying with rules and regulations that impact their decisions on a daily basis. For this reason, managers need a support system designed to ensure compliance and full utilization of their labor resource. This byline will examine how technology is the solution for an optimized workforce. READ MORE

Mostafa Sayyadi

Hotel executives can improve organizational processes through employee engagement that will enhance organizational learning and personal development. These leaders can effectively engage employees in organizational decision making process because it takes a task-based approach by translating the management of knowledge into various organizational processes. This task-based approach develops a firm-specific approach by which organizational knowledge provides a significant contribution to business objectives through the context-dependent way it is managed. This can help hotels identify their inefficiencies in each process, and subsequently recover them on an instantaneous basis which enables hotel managers to prevent further operational risk. READ MORE

Karine Gill

Having been a hospitality recruiter for most of my career, I am often asked about the difference between Retained and Contingency executive search. On several occasions, it has come to my attention that the hiring manager at the hotel or at corporate level understands intuitively what the differences are but are often not aware of the implications and/ or are too narrowly focused on the cost aspect. Although there are hybrid formulas combining Retained and Contingency search, the goal of this particular article is to provide an overview of both types of search and explain the respective pros and cons of each. READ MORE

Mark Ricketts

Identifying, recruiting, hiring and training new workers are expensive, time-consuming propositions for hospitality groups these days. As hoteliers work to find enough qualified workers, there is no one answer in understanding and appealing to the moving target of what motivates an ever-changing employment pool, including those who already work with an organization. What are we to do? This article considers some approaches to finding those workers we need to operate quality properties, care well for guests and develop meaningful, profitable organizations that are poised for growth in a highly competitive economy and industry. READ MORE

Mark Heymann

It's no secret that engaged employees work more efficiently, improving a hotel's bottom-line results. But they also bring a level of commitment and passion to their work that enhances the level of service, increasing guests' satisfaction and, in turn, their intent to return and recommend. This article explores the factors that impact employee engagement and the role that engagement plays in optimizing a hotel's workforce, ultimately driving top-line revenue. READ MORE

James Houran

Human Resource Executives in the Lodging and Restaurant Sectors utilize systematic tracking mechanisms in order to "categorize" and monitor associates and key talent. Some tools work readily smoothly but depending upon the size and scale of the organization, these KPI tools may need modifications in order to result in the better information, useful for the continued training and success of employees. The "Four-Box Grid" offers the advantage of easy tailoring to the success metrics of a specific team, department, market, or organization. And, if anchored to specific metrics, it can facilitate discussions and decisions related to development and succession planning. READ MORE

Zoe Connolly

Hiring isn't easy, but there are many ways in which hotel leaders and hiring managers exacerbate the issue. These can include asking the wrong people to be part of the interview process, or worse, asking a committee that's too large to come to a consensus. They can also be basic, like failing to elect the right point person for every candidate. Finding candidates is hard, and when a role has been open for too long, it's possible to let urgency become the chief decision maker. This article provides a balanced breakdown on who should be included in the interview process, and also looks at how to build an effective hiring committee. READ MORE

Priyanko Guchait, PhD

An organization's forgiveness climate is pivotal in reducing negative and promoting positive consequences of errors, mistakes, or offenses in the workplace. Organizational forgiveness refers to the abandonment of resentment and blame as well as the adoption of a positive, forward-thinking approach to errors, mistakes, and offenses. A forgiving climate in hospitality organizations can increase hospitality employees' job satisfaction, organizational commitment, performance, fairness perceptions, and learning, and decrease turnover intentions. Therefore, hospitality organizations and leaders should consider promoting a climate of forgiveness. Recommendations are provided to managers to create a forgiving work environment in hospitality organizations. READ MORE

Mostafa Sayyadi

This article points out the vital importance of hotel leadership in effectively aggregating human capital into social capital to achieve higher degrees of competitiveness. This article draws upon the role of hotel executives as social architects that provide elaborative insight for followers by illuminating how hotel executives can effectively build and spend social capital within hotels. This article suggests that it is critical that hotel executives understand that hotel leadership supports social capital to effectively implement knowledge management projects and therefore, remain competitive. READ MORE

Mostafa Sayyadi

Hotel executives need to at least take a look at models associated with knowledge management, which is directed at developing a better understanding of the concept of knowledge management within hotels. Knowledge management has to be measured in some way. Once knowledge is accumulated, the current processes may be supplemented or even substituted. The key point in the process perspective is the knowledge accumulation section coupled with knowledge integration and reconfiguration to ensure that the knowledge is actually helping the hotel grow both professionally for individuals and profitably for all stakeholders. This article raises a vital question as to how hotel executives can successfully evaluate the success of knowledge management in hotels. READ MORE

Bill Caswell

A recent Econsultancy survey querying companies on the most exciting opportunity for 2019 found that customer experience (CX) topped the list, edging out content marketing and mobile marketing. This CX trend has been accelerating over the last several years – especially in the hotel industry. As hotels pursued customer experience strategies, however, they often neglected to invest in their most important competitive advantage: the employees tasked with delivering the customer experience. In the hotel industry, you can't outcompete rivals on CX without an employee experience program that produces satisfied, well-trained employees. READ MORE

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Coming up in May 2020...

Eco-Friendly Practices: Creative Innovation

Being eco-friendly is no longer a fad. It is an urgent planetary need and hotels are actively doing their part to reduce their carbon footprint by implementing sustainable, green practices. In addition to the goodwill derived from doing the right thing, hotels are also realizing the benefits to their business. A large percentage of Millennials expect hotels to be eco-friendly and will only patronize those properties that are proudly conforming. Consequently, more hotels are realizing that sustainability is a key element in a successful branding strategy. In addition, going green can lead to a more profitable bottom line, as savings on electricity, water and cleaning materials can add up. Also, there are other advantages that come with being an eco-friendly business, such as government subsidies and tax and loan incentives. As a result, many hotels are finding innovative ways to integrate eco-friendly practices into their business. Geo-thermal energy systems, along with energy-from-waste systems, are being used to heat and cool the property. Passive solar panels, green roofs, natural lighting and natural ventilation strategies also assist in energy conservation. Low-flow water systems and plumbing fixtures make a contribution, as does eco-friendly hardwood flooring, and energy efficient televisions and appliances throughout the property. In addition, some hotels have implemented in-room recycling programs, and only provide all-natural, personal care items. One hotel has actually constructed a bee-keeping operation on their grounds. Not only is this good for the bees but the hotel also produces products from the operation which they sell. This kind of creative innovation also holds enormous appeal to guests. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.