BERLIN — As the European and global hotel industries begin to realize something close to normal trading following two years of pandemic turmoil, leaders at the top of their hotel firms said that continued struggles surrounding staffing can be largely addressed by a focus on career-building, training and taking time for enjoyment.
Speaking during the keynote CEO session at the International Hotel Investment Forum, Federico J. González Tejera, president and CEO of Radisson Hotel Group, said success will be determined by how clear company principles and values are, how careers are made concrete and improvements in education.
With sustainability in all its senses being the top takeaway of the entire conference, that notion equally applies to staffing, CEOs said.
“We need to show them the opportunities in which to grow. People have left the industry as they could not see their futures in it,” González Tejera said.
Dillip Rajakarier, CEO of Minor Hotels, and group CEO of Minor International, said it all comes down to the employee value proposition, adding that hotel firms cannot hold back talent in restrained working practices.
“You can't tie them up and then ask them to swim,” he said.
“Yes, some people cannot adapt to that way of doing things, but we need those creative elements. Also, it is going to be about what employees see hotel companies doing for their societies, communities and in [environmental social and governance],” he added.
Larry Cuculic, president and CEO of BWH Hotel Group, agreed that honesty, integrity, fairness and diversity underpin new generations’ thinking as to the companies they want to work for and the industries they wish to enter.
“During the pandemic, it was about transparency. What is the financial status of the company? What is your position and future? That open trustworthiness must continue. It is easy to quit if you do not feel part of the family, and we must allow staff to add value. It is not easy, but this challenge is something I think hoteliers are good at,” he said.
Leaders Must Lead
Rajakarier said that if the pandemic has taught anything it is that leaders must future-proof their firm’s existence.
“Surround yourself with people who are smarter and stronger than you are, that make you look good," he said. “Communicate effectively, efficiently and fast."
González Tejera said the critical leadership quality during the pandemic was the ability to energize teams, and he said that trait must continue to be exercised.
“We also need to better communicate what is the mission [of the firm] … and to execute on that,” he said.
Cuculic said a CEO’s ability to change is equally important, as is the ability to have staff adopt that change and see themselves as part of it.
“My initial training was in the military, which is very much inside the box, but we need to change and adapt as leaders. Principles remain, but how we lead change does not,” he said.
Rajakarier said one example of change in the industry that might epitomize this notion is around grab-and-go elements of food and beverage.
“Initially, some food items entered hotels ‘just in case.’ Then someone said, we can do better, and it became ‘just in time.’ Then someone said no, it will be a ‘just price,’ and now it is ‘just click,’” he said.
Underlining everything, though, González Tejera said that everyone — executives, management, new employees — must see what they are doing is fun.
“I’d add another ‘E’ to enabling, energizing, execution and the others, and that is enjoyment. Especially considering the last two years. If you do not enjoy what it is you do, what is the point?” he said.
“And be kind,” Cuculic added.