In his 20-plus years in the hospitality business, Tristan Haas has not been part of a hotel opening quite like the February 2021 debut of the Kimpton Sylvan Hotel in Atlanta.
For one, hiring staff for the hotel and its three restaurants, amid a global pandemic, required a different and flexible interview process.
In addition to online recruiting, the hotel held an in-person job fair with recruiters in pods spaced out over a large area, and masks required.
Training hotel staff has also been a unique experience, with the focus in part on how to connect with guests even as masks and other safety requirements might create a barrier to such connections.
In a question-and-answer interview over email as part of an HNN series focused on hotel general managers, Haas shared insights on how the pandemic has changed hotel openings and operations, and how the industry and hoteliers should react to those changes.
How has your experience in staffing, opening and managing the Kimpton Sylvan compared to your past experience?
Over the years, I have worked a multitude of roles anywhere from a prep cook to general manager in rural locations, on a cruise line in Alaska, and in city centers across the country. The Kimpton Sylvan Hotel is the second hotel that I have been a part of opening. In many ways, opening The Sylvan was similar to opening other properties or starting up a season on a cruise ship, since you are preparing the physical property, hiring the best talent and welcoming guests. What has been noticeably different is doing all of this while maintaining COVID-19-related health and safety standards to keep everyone safe during the opening process.
Have any processes in hiring and opening a hotel changed for the better, and in your view, for the long term?
One aspect of hiring that I think has changed for the better and I hope for the long term is the interview process. The interview process has sped up because scheduling is less constrictive, plus distractions on property happen less frequently with a phone call in your office versus meeting someone in a public area.
In addition to the challenges presented by the pandemic, what unique opportunities have you discovered and how did you act on those?
One unique opportunity that has come out of the pandemic has been around how we execute a guest experience when physically distancing, wearing masks and limiting gatherings of people through technology. The Sylvan has been providing music QR codes so guests can experience the different areas of our property from the safety of their room, and they are able to take a piece of their experience with them home. In the past, most of us have only been focused on what takes place within our property but now we are digging into ways for our guests to keep experiencing our property after they leave.
The hotel industry at large, faced with a drastic drop in demand due to the pandemic, was forced to furlough or eliminate staff in large numbers; and there’s some concern among hoteliers that some of this talent has or will move on from the industry. In recruiting for your hotel, what was your impression of the labor pool, and how did you “sell” hotels as a stable career to your prospective hires?
The labor pool has changed for our industry. There are fewer people applying for open positions, but the individuals who are applying want more than a paycheck — they are looking for a career. Now more than ever, it is important to have clear paths for career progression in place for your employees to grow.
How receptive have your employees been to the pandemic-dictated procedures regarding sanitation and safety? Has the staff encountered any specific challenges in guest relations as a result of enforcing safety guidelines?
The employees have been understanding and receptive to the pandemic-related sanitation and safety procedures. They understand that we are all trying to keep them and our guests safe and healthy. The most important aspect to successfully navigating the safety guidelines with guest relations is communication. If you are communicating everything clearly and upfront with your guests, you are able to control their expectations.
How have guests/the Atlanta market responded so far to the hotel’s opening? What are the unique selling points of your property, and the unique demand drivers that are attracting hotel bookings?
The guest response to the opening of The Sylvan has been wonderful! We are still ramping up as a new property but gaining momentum on a daily basis. The three restaurants, The Betty, Willow Bar and St. Julep, are really hopping and off to a fantastic start. Our location, three unique and distinct restaurants, design and abundant outdoor space have been tremendous selling points for the hotel. We are seeing a lot of leisure travel right now with many people needing some rest and relaxation away from their homes. The Sylvan is the perfect spot to get away for a few nights to get a great night of sleep and take in a culinary tour without ever leaving the property.
How did you approach the process of procuring furniture, fixtures and equipment for the hotel?
Communication is key with your suppliers. If you are in constant contact with them, you are better able to manage through any delays that may come up in the process. We still faced delays but we were able to mitigate them better and come up with solutions along the way.
At the hotel’s restaurants, what approach are you taking to drive and meet demand while also addressing requirements and expectations for social distancing?
We are truly blessed at The Sylvan to have a significant amount of outdoor space. The Betty has its own patio area. Willow Bar is entirely outside with a retractable roof over the bar/patio area. St. Julep, our rooftop outlet, has a ton of open air availability and multiple garage doors that are open into the bar. We are not seeing more room service than expected. People want to get out and feel a sense of normalcy, and restaurant dining is an approachable way to get that feeling back.
What advice do you have to others who might be in your position now or in the future, of opening a hotel at a challenging time in the industry?
Be flexible and ready to pivot at a moment’s notice. Make sure you are listening to everyone around you, too. With any challenge, there is an opportunity to innovate or entirely rethink how you operate. One key way to do this is by communicating with the team around you. Our industry is not a one-person endeavor, and the people around you make the difference.