This playbook dives into the biggest challenges in hospitality training and offers a smart, scalable approach to equipping your staff with the knowledge and confidence they need to succeed.
The third edition of Sun, Sand and Ceilings analyses the representation of women in leadership roles across four key industry sectors. We compare the data to our 2013 and 2018 reports, as well as presenting the business case for improving gender equality and a 10-step action plan for organisations to implement change.
New research looking at Publicly listed companies has revealed that the leisure industry is facing a major diversity disparity, with only 7% of the top spots held by women, a stark contrast to the 50-50 gender balance of the overall workforce.
CODE Hospitality, the hospitality industry network, has released their fourth official survey of the industry as a place to work, for 2022.
2022 marked the Center for Hospitality Research's 30th anniversary, and thanks to the contributions of the faculty at the Cornell SC Johnson College of Business, our industry board members, staff, students, and everyone who participated in our programs and events, the CHR had a very successful year.
Diversity, equity, and inclusion is an area of intense focus and scrutiny across the travel and hospitality industry. Gender diversity, especially, is capturing attention because women represent a significant share of industry employees, yet a key industry theme is the challenges women face in obtaining promotions, earning the same salaries as men, and ascending into leadership positions.
Given LeadingHôtelières purpose (increase female leadership in the hospitality sector) and changes in theworld of work and employees’ expectations, we sought to understand the contributing factors and outcomesof flexibility in the hospitality industry (i.e., hotels). Key takeaways from the study are:
The American Hotel & Lodging Foundation (AHLAF) – a philanthropic organization that aims to elevate, educate and empower the hospitality workforce – today released the 2022 “Diversity of Hospitality Industry Public Boards” research report. Aiming to create an industry “as diverse as the guests we serve,” this research aligns with AHLA’s 5-year, $5 million commitment to advance DE&I across the hospitality arena.
A new study by the World Travel & Tourism Council (WTTC) has revealed the recovery of Italy’s Travel & Tourism could be jeopardised if quarter of a million jobs across the sector remain unfilled.
The World Travel & Tourism Council (WTTC) warns the Travel & Tourism sector’s recovery is at serious risk as nearly 130,000 jobs go unfilled across the UK.
This THOUGHT LEADERSHIP SURVEY on TECHNOLOGY conducted last monthby Dr Hilary C Murphy of Lausanne Hospitality Research (LHR) and Ecole Hôtelière Lausanne (EHL) with a group (20) of IT Managers and Directors that represent 60,000 + rooms and many of the major chains and independents in the EMEA.
Regional UK hotel performance is at an all time high having recovered ground lost due to 9/11 and foot and mouth to name but two challenges that the industry has dealt with in the recent past. According to the HotelBenchmark Survey by Deloitte results for January - April show revenue per available room (revPAR) has increased by 4% compared to the same period last year.
Ithaca, NY, A report published by The Center for Hospitality Research at Cornell provides insight and strategies for managers to use in encouraging employee retention, career growth, staff morale, and best practices in human resources.
As the New Year is upon us, hospitality companies are finalizing budgets and defining their goals. Typically, human resource departments aren’t flush with funds so recruitment dollars must be carefully spent. While it can be difficult to predict the exact turnover for the year, knowing which recruitment strategies to use for varying positions can help companies see the greatest return on their investment. In fact, the savvy recruiter will be taking advantage of the many free resources that are available. Let us examine the different methods that can be used for recruiting line-level and mid-management talent.
A great deal has happened to the country and the world since our last compensation study. Terrorist attacks, two wars, a mini recession and some of the most blatant cases of corporate greed. How has the lodging industry faired? Quite well, under the circumstances. Fortunately for most lodging industry owners and operators, they did not experience the problems of past market downturns.
Confidentiality is the cornerstone of any retained executive search practice. It is critical for the job seeker to have a comfort level that discussions about potential opportunities are kept in confidence. If a company finds out that that an employee is looking, it can jeopardize that person’s current situation. Employers also have a need for discretion when seeking new talent. They might be looking to replace an existing employee or need to be sensitive to internal candidates who may feel that they are next in line for a coveted position. The experienced search consultant can deftly handle any of these scenarios. But what happens when human intervention is taken out of the mix? When using recruitment websites, both the employer and job seeker must take extreme care. Over the past few years I have seen myriad of ways that confidence can be broken. Some are readily apparent, but some are quite subtle. Let us first examine tips for the job seeker.
Despite positive projections for revenue and profitability in 2004, cost controls and enhancing efficiency will remain a priority. Unfortunately, there are two related concerns that may limit the impact of many cost management strategies: employee turnover and the accurate monitoring of the costs to replace them. In a current study, J. Bruce Tracey and Timothy R. Hinkin of the Cornell University School of Hotel Administration enumerate methods for determining the true cost of employee turnover and suggest ways to anticipate and manage the problem more successfully.
Building valuable employees and keeping them motivated has become a major concern for organizations in the present-day aggressive business environment. Across the globe, companies spend hundreds, even thousands, of dollars each year on employee attitude and job satisfaction surveys, while, at the same time, using consulting firms to provide tailor-made strategies to help them build their teams’ morale and boost performance.
The hotel human resource department is as busy as any other office on property. The tasks accomplished there vary greatly. Everything from managing 401K’s, to OSHA training classes, to dealing with a union falls under the responsibility of HR. Recruitment often takes a back seat to other more visible issues. The advent of online recruitment has helped HR departments by decreasing the cycle time needed to hire a high performer. Still, many administrators simply do not have enough time to search resume databases, post jobs and follow up with hundreds of applicants. I have received consistent feedback from employers telling me that they are looking for improvement in the following three areas:
In August of this year, The London Development Agency (LDA) announced plans to invest £3.5m to create world-class hospitality service staff in London. With attention focused on the employment aspects of the industry, we review some of the major changes that have occurred within the capital.