Managing Work-Life Balance in Hospitality
The discussion of employee rights vs labour shortage has taken a front seat in the industry. The topic was also a major point of discussion during HICSA 2023, where key industry players, including Anthony Capuano, President and CEO of Marriott International, Chris Nassetta, President and CEO of Hilton, Harshavardhan Neotia, Chairman of Ambuja Neotia Group and Sonica Malhotra, the Joint Managing Director of the MBD group agreed that labour shortage is industry's prime concern.
Low unemployment rates and a growing economy have caused competition for skilled workers, making it difficult for employers to find and retain quality staff. According to a recent article by The Washington Post, multiple hospitality businesses (restaurants, bars, hotels and casinos, in particular) are short-staffed, with nearly 2 million vacancies. Compared to 2020 employment levels, there is still a shortage of roughly 500,000 employees.
Massive hotel chains, including Marriott International, have already undertaken great initiatives prioritising employee development, such as the "Marriott Management Development Program," which helps employees develop their leadership skills and advance their careers. Hilton's "Hilton Worldwide University" which provides training for all employees is another excellent example of the industry's response to the labour shortage.
Hospitality businesses are experimenting with the four-hour work week, digital training, mobile apps, eLearning platforms and even self-educating systems to respond to the labour shortage. Tech adoption has also accelerated skill training in the industry, preparing employees to be out in the field faster.
Technology solutions are also reducing the need for demanding working hours and extensive labour forces within venues. Guest experience solutions such as self-check-in and check-out, room ordering and housekeeping modules and robotics that manage non-guest-facing operations can reduce the number of people required to address operational needs. These solutions are effective replacements for areas that do not require human intelligence.
As the labour demographics are dominated by late millennial and early Gen Z audiences, hoteliers are experimenting with new dynamics, including gamification. These out-of-the-box simulation programs have proven successful in employee skill training. A prime example is The Hilton Hotels Garden Inns branch, including a role-playing game in its training program to test employees in everyday situations and help them be ready to manage guest services better.
Hiring local has been another strategy for the skill shortage in hospitality. Hiring talent from lesser populated cities and local communities comes with challenges, such as the candidates not having experience or exposure to international standards and protocol. However, such talents can still be leveraged within hospitality to blend local flavours into hospitality services. Employee lead cultural workshops, for example, are a successful strategy for hoteliers to think of, particularly as it helps other employees to be exposed to diverse cultures and build a workplace of multiculturalism.
Employee retention strategies are a must in the industry, for employers cannot always rely on new recruitment and training strategies to fill every vacancy. While recruiting new employees and offering them opportunities in the workplace have proven effective, it is also imperative to note that new hires are often more expensive than labour retention. Retention strategies such as positive work culture of teamwork, inclusivity, and respect that makes employees feel valued and supported encourage employees to stay with companies longer. Encouraging and acting on employee feedback can also motivate and improve the workplace, build trust, and show that employee issues and concerns are being heard at work.
Organising social events internally for employees and encouraging fun interactions regularly has proven to build strong interrelationships among co-workers and promote positive feelings towards the workplace. After all, a happier workplace can only improve productivity, performance and retention!
Managing work-life balance in the hospitality industry is essential for the well-being of employees and the, in turn, the success of the business. Some suggestions would be to let your employees feel supported by implementing strategies such as flexible scheduling and shifts, career development opportunities, policies that respect personal life boundaries, and fostering a holistic workplace culture in general. To relieve the staff from overwork, businesses can also automate processes that don't require a human touch, thereby reducing the effort of employees to carry out tasks.
Hospitality business owners must empower workers with a happier environment to produce better guest outputs. Only by strengthening their workforce can they expect better delivery of services. Prioritising employee well-being and implementing technology can lead hospitality companies to create a more satisfied and engaged workforce, leading to increased productivity and success in the industry.
About IDS Next
IDS Next is the largest hospitality solutions provider in emerging markets, offering comprehensive full-stack ERP solutions for hotels, restaurants, wellness, and banquets and events sectors. Today, the company powers 300,000+ rooms, 220+ hotel chains, 25,000+ POS outlets, 300+ wellness and leisure venues, 6500+ banquet venues across 50+ countries. Seamlessly integrating with 350+ world-class technology partners, IDS Next leverages deep industry expertise, a customer-centric approach, and autonomous AI-powered customer support to deliver cloud-native, mobile-first SaaS solutions that help clients stay competitive in an ever-evolving global market. Trusted by renowned hospitality brands such as hospitality brands, including ITC Hotels, Taj Hotels, Wyndham Hotels and Resorts and the Louvre Hotels Group, IDS Next spans Africa, the Middle East, South Asia, Southeast Asia, and the Pacific Rim. For more information, visit www.idsnext.com.
