Last week, we discussed how artificial intelligence (AI), particularly the widespread adoption of generative AI (GenAI), has transformed the traditional HR functions across the six stages of the employee lifecycle. Many professionals want to understand what roles still remain for humans in HR.
It’s been said that when you know someone who becomes unemployed, it’s a recession. When you become unemployed, it’s depression. Unfortunately, in today's job market, many people are struggling to find employment. Students graduating from school also face an uphill battle as they attempt to launch their careers in an environment marked by uncertainty and intense competition.
Artificial intelligence (AI), particularly the widespread adoption of generative AI (GenAI), is rapidly transforming the way organizations manage their workforce. Organizations are at a critical point where they must assess the transformational changes that AI has brought to human resources (HR). HR professionals must understand their new roles in organizations as AI becomes more essential at work.
Work force needs, recruitment and staffing have long been significant challenges in the hospitality industry. Despite its role as the main contributor to the national income in many countries, the hospitality industry has been facing issues linked to low productivity, high turnover and limited personnel capabilities.
AI in hospitality is reshaping the industry, but the real challenge isn’t just technical, it’s human. How guests and employees feel about AI often matters more than what the technology can actually do. This article explores the psychological dynamics that influence AI adoption in hospitality and offers practical ways for leaders to ensure technology strengthens, rather than erodes, the essence of human service.
As a hospitality consultant with over two decades of experience in evaluating Hotel Valuations and Return on Investment (ROI), I have often wondered if organisations lack adequate metrics for measuring the value of talent and employee ROI. Investments in the workforce are often misrepresented as detrimental to budgets, with no recognition of the softer aspects of service or the value as a result of that service. Today, with the advent of technology, the proliferation of hotel brands with blurred products and services, the only real differentiator can be the service brought about by individuals who work in these hotels. Therefore, to me personally, the focus must shift to making long term strategic decisions. So, what if some of these decisions are unconventional or may sound absurd for a sector known for its long working hours?
We have all been in the internal meetings, the session where a leader explains why their department has gone over their labor target. At times, the explanation makes sense, a particularly labor-intensive set of meeting room re-sets in banquets required more housepersons. Or the four-to-a-room youth sports groups drove the need for additional housekeeping support staff. However, many of us have also heard far less plausible thoughts – “we were really busy,” or “there were so many call,” or maybe “the group block did not materialize, and we had more staff scheduled than we ended up needing.”
Hotel management isn’t just about rooms and reservations. From leadership and logistics to loyalty-building, it’s a hands-on education in what it takes to run a world-class experience. This article explores the deep, real-world lessons behind hotel operations and why they prepare you for success far beyond the front desk, whether you’re managing teams, customer relationships or global logistics.
In an era shaped by digital acceleration, the hospitality industry is undergoing a significant evolution. From mobile check-ins and AI-powered chatbots to smart energy systems and data-driven personalization, technology has transformed the way hotels operate and how guests engage and connect with them. The immediate and long-term benefits are undeniable – streamlined service, operational efficiency, and enhanced convenience for modern and increasingly tech-savvy travelers.
Great guest experiences are made possible by well-run operations. Hotel standard operating procedures provide guidelines for staff to know exactly what to do for each guest touchpoint, whether it’s greeting the guest or turndown service. This makes delivering consistent service easier.
What is a partnership? As an observation, a marriage could be considered a partnership; however, it is more than an action entity, but rather a noun. A partnership is a way of thinking, a collaboration, or maybe a joint ownership agreement, or a cooperative that is in place that brings together people, organizations, and or communities to leverage each other’s strengths.
The widening skills gap in the luxury hospitality industry is jeopardising the industry’s capacity for sustained excellence, even though the demand for high-end experiences has remained strong. This means that the industry is standing on the edge of a pivotal moment.
I recently read a post about the value of hands-on experience in the hospitality industry, and it struck a chord.
Hospitality is borderless. Guests, brands, and staff move freely across countries, yet many graduates are still trained for careers as if they’ll only ever work in one market.
The hospitality industry is facing a perfect storm. Hotels across America are desperately short-staffed, with vacant positions collecting dust despite better wages and beefed-up benefits. When employees come aboard, they jump ship at an alarming rate.
In hospitality, global expertise often gets the spotlight, scale, systems, and brand recognition. But in practice, none of that matters if you’re not tuned in to what’s happening on the ground.
The days of long lectures and passive note-taking are numbered. At least, they should be. Hospitality professionals are expected to think strategically, lead diverse teams, and make quick decisions under pressure. Yet many graduates leave university with little more than theoretical knowledge, unprepared for the realities of hotel operations. If we want stronger managers, the way we teach has to change.
Internships are often treated as a box to tick in hospitality education: complete a few months of work, collect a reference, and move on. But with talent shortages and rising guest expectations, the industry can no longer afford to treat internships as a formality. When done right, internships can be powerful leadership labs - shaping confident, decision-ready professionals before they even graduate.
As I make the rounds conducting hospitality industry training, I sense that more and more hoteliers are truly understanding the difference between “guest service excellence” and “hospitality.” My regular readers may recall that this is a topic previously addressed here in my monthly column. In short, “guest service excellence” is more demonstrative, requiring the use of hospitality communications essentials like those espoused by hotel ratings services such as Forbes and AAA. “Hospitality,” on the other hand, is more of a philosophy for our work-life culture, or as true hospitality superstars know, it’s really a philosophy for living daily.
Hotel companies are always looking to fill open roles. According to a survey conducted by the American Hotel & Lodging Association (AHLA) and AHLA Gold Partner Hireology, hotels have, on average, six to seven open positions per property. As a result, hotel companies and hiring managers often undercut the expectations for these roles in an effort to quickly fill the position and alleviate a staffing shortage.