Radisson Blu Hotel Nairobi, Upper Hill’s Post

We all face difficult moments in our careers. Here's my story and how I overcame it: #gethired #LinkedInNewsAustralia Taking up the role of General Manager at a 5-star hotel in Australia has been my most demanding professional test to date. Despite my extensive background in overseeing hotels and holding senior hospitality positions in Asia, China, and the Middle East, I encountered a distinctive set of complexities in Australia's hospitality industry. The biggest obstacle I encountered was the significant disparity in workforce dynamics. Unlike hotels in Asia and the Middle East, we need to maintain lean teams in Australia due to the high labour costs. Furthermore, in Australia, the outsourcing of crucial services like housekeeping is common, raising concerns about quality and the potential reputational damage if not closely managed. When I arrived in Australia, I was used to overseeing a large hotel with 640 employees in Shanghai. However, my first assignment in Australia had just over 120 staff members, with outsourced housekeeping, stewarding, and a significant amount of maintenance. Elevated labour expenses in Australia required rigorous cost structures to ensure both profitability and quality standards. Unlike other countries where flexible working hours are the norm, Australia strictly adheres to regulated schedules, and any overtime has a direct impact on the bottom line. The Australian context presents a notable challenge in maintaining the superior quality of hospitality synonymous with the Middle East, Asia, and China. Successfully overcoming these obstacles requires leaders to demonstrate agility, adaptability, and respect for local cultures, operating environments, and regulations.

I’m a big fan of The Peninsula Hotels and have had the pleasure of knowing many of its general managers. It was so nice to catch up with some of them at ILTM Cannes last year. We were all staying at the Hotel Barrière Le Majestic Cannes and they were at the next table at breakfast every morning. I also dropped by their booth for the champagne after-conference cocktails and most recently I spent absolutely perfect days at the The Peninsula Istanbul with GM Jonathan Crook and his hardworking team, and we are planning to bring my magazine readers to this truly beautiful hotel in the fall. Peter Borer is of course legendary in the industry and so beloved by the hotel owners that they’ve named restaurants and hotel dishes after him. Meanwhile Arthur Kiong has written a lovely tribute addressing Peter’s professionalism and unwavering commitment to constantly elevating the guest experience. He has also addressed the huge elephant in the room within the hospitality industry. To quote him: “The customer is not always right. In some cases they can be outright wrong.” Unfortunately the rise of online activity among both businesses and their guests mean that hotel guests have discovered a powerful tool for getting what they want from a hospitality firm, whether they are in the right or not in requesting these. The possibility of receiving a damning hotel review has taken many businesses hostage as it is of course easier to prevent negative remarks on social media than to undo or justify these. However, yes, the customer is not always right and we too have experienced cases wherein guests have made great demands for unwarranted expectations to be fulfilled. We are in the business to please, though, so our team does try its best and goes beyond what is required to make guests happy. Nothing pleases our team more than guests waving goodbye with smiles on their faces. But, like Peter Bohrer, we truly do our best to solve the situation but do stand our ground when we feel we have done our best and the customer has unreasonable requests or simply wishes to over-maximize the price they have paid for their room. This does not happen often, but we do see a trend when guests who do not fit our main target market profile check-in. When the solution is within our reach, our managers our authorized to make decisions to solve it. When guests make unreasonable demands we do refuse to comply and we expect the threatened negative review. Peter Bohrer’s management philosophy is an inspiration to all and Arthur Kiong’s post is such a refreshing read. I sent it to my entire team yesterday as a way forward. #thankyou #inspiration #managementstyle #lifelessons #luxuryhotels #luxuryhotel

Dear Hotel Managers, yesterday I put up a topic for us to discuss. I received several calls from friends colleagues and some employers, they all confirmed that this problem exists and it's obvious that many are experienced on the job but lack corporate strategy required to dealing with issues regarding their relationship with their employers, and that I why there is a high turnover of general manager in most hotels especially within Africa. what then is the solution, deducing from several engagement in between most hotel owners and their general managers, it was observed that both pursue different goals which makes it impossible for the team to align. What do we do? On resumption of duty, the general manager must engage his employers (The Board of Directors) on what is their goals, vision and mission) so that both can work hand in glove. That is the only way the general manager can be in the good books of the owner. This will in turn lead to growth for the organization and the general manager. Joachim.

Rethinking Talent Acquisition in Hospitality In the hospitality industry, we often see HR departments favoring candidates from renowned brand hotels, potentially overlooking a wealth of talent from diverse backgrounds. While experience in well-known establishments is valuable, limiting our search to these candidates can stifle innovation and diversity within our teams. Many exceptional professionals come from independent hotels or non-traditional hospitality settings, bringing fresh perspectives and unique skills. By broadening our criteria, we not only enhance our talent pool but also foster a culture of inclusivity and creativity. Let’s challenge the status quo and recognize the potential in every candidate, regardless of their previous employers. The future of hospitality thrives on diverse experiences and innovative ideas. Together, we can build a more dynamic and resilient industry. IHG Hotels & Resorts Accor Novotel Hotels Marriott International Radisson Golden Tulip Hotels, Suites & Resorts #Hospitality #TalentAcquisition #DiversityInclusion #Innovation #hiring #hr

Sustainable Human Resource Management in the Hospitality Industry: The Importance of Consistency and Stability Across Brands In a #dynamic #market like #Istanbul, there are hundreds of hotels belonging to international chains such as #Hilton, #Marriott, and #Accor. However, these properties, despite being part of the same brand, often operate in silos, leading to significant inconsistencies in employee management. As a result, staff members frequently transition from one property to another, or even within the same brand, due to the lack of a #unified #operational #strategy. If these hotels, despite being under the same brand, were to adopt a cohesive approach to human resource management—focusing on talent evaluation, rotational programs, promotion systems, and employee development—the industry would not be facing issues such as lack of meritocracy, favoritism, or employee dissatisfaction. Employees would have a clear sense that they are part of a robust system that offers them a promising career path, far beyond just receiving a paycheck. This is where the importance of brand alignment and a shared human resource strategy comes into play. Initiatives such as inter-property rotation programs, shared talent pools, and transparent promotion systems would not only boost employee loyalty but also ensure a consistent service experience for guests. Furthermore, collaborative efforts in career development and training programs would contribute significantly to the professional growth of individuals within the industry. Effectively managing human resources and creating a coordinated management approach across all properties will support the long-term success of both employees and brands. Therefore, leading hotel groups must take proactive steps towards developing a sustainable human resource policy and strategy. LinkedIn #hospitality #humanresources #sustainability #hotelmanagement #brandconsistency #careerdevelopment #employeeloyalty #hotels #Hospitality #HumanResources #Sustainability #HotelManagement #Europe #EuropeanUnion #Leadership #Careerdevelopment #EmployeeLoyalty #talentManagement #SustainableHR #HospitalityIndustry #EmployeeEngagement #TalentManagement #WorkforceDevelopment #HotelLeadership #BrandAlignment #HRStrategy #EmployeeRetention #CareerGrowth #HospitalityManagement #HotelIndustry #EmployeeSatisfaction #ProfessionalDevelopment #HRInnovation #OrganizationalCulture #TalentDevelopment #EmployeeExperience #LeadershipInHospitality #HumanCapital #Business #Innovation #Entrepreneurship #DigitalTransformation

🤩 🫵 Dear my talented colleague thank you for being with us !!!🫶 Which stage of talent management—attraction, selection, training, performance, or retention of talent—is the most critical in your hotel? It is interesting comparing how these priorities differ between small and large hotels. When we verbally ask a senior manager, he/she may say that they are all important, but when it comes to investing in one of these steps, the answers are different. During my researches, one of the managers from a well-known independent hotel mentioned that nowadays, their focus is more on retaining their current talented personnel rather than recruiting new individuals (I’ve got interesting results and will discuss about them soon). The scenario in multinational hotels differs. Perhaps in MNE hotels, talented individuals need to be classified initially, such as those who have economic impact, satisfy guests, or excel in completing tasks quickly, among other criteria. Then in each group, priorities of talent management stages would be different. Talented employees serve as the primary key account customers for a hotel. It's possible that in the future, most hotels will have a written, structured plan for talent management. Photo: after meeting with Mr. José Luis Yzuel Sanz (president - the confedration of Hostelería de España) #hospitality #hotelmanagement #talent #talentmanagemnet #smebusiness #talentrecruitment #talentperformance

Succession Plan within the Organization is more successful than external recruitment. However, succession system needs to be mainstreamed from graduate trainees to officers to low level management as well as top management. In my view, Management Succession Plan alone may not bear fruits as needed. Best of Luck Ms. Hewan!

What's one of the biggest reasons staff churn in the hotel industry is so high? People see hospitality as a job, not a career. Village Hotels set out to change that with Attensi. They used game-based training to cross-skill employees, enabling them to work across different areas of the company 🏨 Learn more ⬇️ #Hotels #Hospitality #CrossSkill

Thanks Piper Heitzler what an incredible trip to Madame Tussauds Sydney and a town hall of all town halls! I thought it worth sharing a few things I have learned about those who find success at Merlin Entertainments 1- courage, you need it - stand tall on your convictions; 2 - strength and will to drive projects through to the close matter; 3- invest in people, the internal network really matters so spend time getting to know your teammates before you need them; 4- ask questions, understand the business so your solutions can find a home, embrace the scale.

Word of Mouth and personal referrals are key to the success of any business!