How did the The Rockaway Beach Hotel cope with its staffing headache? It created two unique methods to find potential workers with those talents and to make the most of their abilities.
If you happened to read my pre-event blog post, then you already know about my excitement to attend Phillip R. Maltins presentation about Solving the Mystery of Employment Law: Techniques for Controlling the Workforce and Staying out of Court. Well, it did not disappoint. I walked out of Mr. Maltins presentation with a better understanding of employment law, and Im certain that I was not the only one.
Could recruitment and retention problems stem from how management interacts with – and treats – employees, along with some issues in the structure of industry work? Neel Shah, President at Hotel Evolution and Del Ross, Chief Revenue Office at Hotel Effectiveness, think so.
Recent weather disasters, social unrest and a heightened awareness of racial bias have prompted hoteliers to double down on their commitments to become better corporate citizens and do more to address environmental, social and governance (ESG) issues. These are moves toward a social good, sure, but also have ramifications on hotel company P&Ls.
The resulting State of Experience in Canada Report examines the implications of COVID-19 on Canadian businesses, looks at changing Canadian consumer expectations surrounding customer experience, and reveals that the majority of Canadian businesses are still playing catch up when it comes to delivering on a consistently strong, omni-channel customer experience.
In July, the School of Hotel Administrations Center for Hospitality Research (CHR) hosted a virtual roundtable called Finding the Balance Between Driving Revenue & Managing Costs. A group of twenty-three academics and experts from various sectors of the hospitality industry attended the two-hour event.
Hotels struggled to remain upright in 2020: just breaking even was considered a monumental feat. In order to do so, many hotels were forced with the unenviable – though necessary – task of slashing services where they could. One of the most remarkable was and continues to be the suspension of daily housekeeping at many hotels. The service, once taken for granted by guests, became an on – request deliverable and typically not offered until multiple days after a check – in.
Atrium Hospitality ranks highest in overall customer satisfaction – White Lodging (858) ranks second and Crestline Hotels & Resorts (855) ranks third
Attendees of the latest webinar from global hotel consultancy HVS, restructuring specialist AlixPartners, lawyers Bird & Bird, and EP Business in Hospitality heard a lively discussion this week on the hotel sectors ability to recruit and retain staff, with 75% of attendees admitting to running at between 20%-25% fewer staff than pre-pandemic.
The pandemic has made it difficult for anyone to relax. Beyond being a drag on a hotels core business – room sales – its also been an assault on ancillary revenues, such as spa business. Hotels with spas needed to shift carefully during the pandemic, finding corners to cut without taking too much away from the promise of a serene customer experience. What they found, according to data, is that cutbacks in staff and some amenities were blessings in disguise, producing efficiencies and greater personalization of the guest experience.