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Opinion Articles

Opinion Article

Four Day Work Week – Work Hard, Rest Harder

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?

Manav ThadaniAatreyi Dhar
By Manav Thadani and Aatreyi Dhar
Opinion Article

The Five Ws of Workforce Management in Hospitality

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.”

Brian Schoettes
By Brian Schoettes, Workforce Management Expert, Cayuga Hospitality Consultants
Opinion Article

Leadership, Logistics and Loyalty: What Hotel Management Teaches You

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.

Martin Green
By Martin Green, Editor - The Insider, Glion
Opinion Article

Finding A Balance Between Technology and Human Touch in Hospitality

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.

John Paul Nichols
By John Paul Nichols, President and CEO of Club Quarters Hotels, Club Quarters
Opinion Article

Powerful Partnerships: Communication, Community, and Resources

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.

Robert O’Halloran
By Robert O’Halloran, Professor Director, School of Hospitality Leadership, East Carolina University
Opinion Article

The talent problem within luxury hospitality

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.

Franck Arnold
By Franck Arnold, Managing Director & Regional Vice-President, The Savoy, London, Accor
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Opinion Article

Lectures Are Out. Executive Learning Is In. Why Hospitality Needs a New Training Model

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.

Sofia Furtado
By Sofia Furtado, Junior Vice President, SHG Universities, Swiss Hospitality Group Universities
Opinion Article

Turning Internships into Leadership Labs: How Structured Placements Build Hospitality Leaders

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.

Sofia Furtado
By Sofia Furtado, Junior Vice President, SHG Universities, Swiss Hospitality Group Universities
Opinion Article

Deanonymize Your Guests to Improve Guest Hospitality Experiences

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.

Doug Kennedy
By Doug Kennedy, President of the Kennedy Training Network, Kennedy Training Network (KTN)
Opinion Article

Mistakes Hotel Companies Make When Actively Hiring

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.

Heather Berti
By Heather Berti, Senior Vice President of People Services, Arlo Hotels
Opinion Article

Future-Proofing Hospitality: Rethinking Succession Planning

In hospitality, people are the product. Yet when it comes to planning for future leaders, the industry often drops the ball. According to research, 60% of companies lack any CEO succession plan, and only 14% believe they are doing it effectively. That is not just a talent issue but a strategic risk that can impact guest satisfaction, brand integrity, and operational stability.

Alice Sherman
By Alice Sherman, Executive Vice President & Managing Director, Americas, HVS
Opinion Article

Airbnb Host Experience: What Happens When Work Enters Your Home

What happens when your home becomes your workplace? This question often arises when analyzing how accommodation-sharing platforms like Airbnb continue to blur the lines between personal space and professional service. In the hospitality-driven gig economy, the rise of at-home hosting has redefined business models and shifted the boundaries between work and family life.

Dr. Sowon Kim
By Dr. Sowon Kim, Associate Professor, EHL
Opinion Article

Research and Education: a Connection to Ever-Evolving Expertise and Experience

The skills that each manager and leader need to be successful in hospitality are a combination of operations management, traditional business functions, and specialty topics. The connection between industry experience and sustainable education practices has become increasingly important. Is there a way to best prepare managers for the diversity of tasks and traits needed to succeed in hospitality? A new and enhanced educational path can reflect enhanced occupational identification .

Robert O’Halloran
By Robert O’Halloran, Professor Director, School of Hospitality Leadership, East Carolina University