Hospitality being the embodiment of people connecting to people, our human capital then automatically should be the most important asset we have. Every hotel or chain always talks a great deal about how important they judge their associates and all they do for them. But do they match their company values to their team members' values? Do they feel comfortable and able to empower their associates to deliver that important connection to their guests in full trust? Does selection still take place based on skill level and experience? Are interviews the right way to select?

In a digital tech world, where the environment and so many other demands take center stage and the financial influence of the past year's pandemic is so deeply felt, what should be the minimum base of human capital focus and what is your advice to all hotels/chains out there...

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Cinn Tan
Cinn Tan
Chief Sales and Marketing Officer - Pan Pacific Hotels Group (PPHG)

Hospitality is about people.  While the pandemic has accelerated digitalisation and forced lesser physical contacts, hospitality is fundamentally about connection. We can present the best quality hardware and the most advanced innovation, yet in this business, it comes down to emotional connection.  This cannot be replaced by hardware – but the “heart-ware” that arises from our most important asset – our people. 

This is what Pan Pacific Hotels Group holds true as our promise – “Sincerely Yours”.  It is about service from the heart, forming that intangible connection with our guests, our partners, our associates and our owners. This promise is nurtured upon the foundation of a “Trust” culture, embodied in our core values of integrity, teamwork, respect, results and creativity.  These are spelt out in a clear blueprint which puts “People, Positive Culture, Processes, Profit” as inseparable pillars.  

Empowerment is an extension of trust.  

In building a “trust” culture, we believe that it is about walking the talk.  It must start from the senior management as role models in living out and breathing the values. When behaviours are congruent to the company's beliefs and values, this resonates naturally through the organisation, forming a strong positive culture.  A healthy culture connects the associates to one another and glues them to the company. 

This becomes a powerful motivating force for our teams to want to do the same for our guests. That is what we call, service from the heart. 

People development and welfare often falls on the shoulders of our human resource department.  I would say this is misnomer.  Everyone in the company has to play a part.

While we can hire those with a stronger service mindset and higher skills level, it is the company culture which will nurture and motivate our associates to grow and serve as they are served.  The focus must not only be on the recruitment, but importantly, the retention of our associates.

My advice to fellow hoteliers will be based on our core belief at Pan Pacific Hotels Group. 

Simply, people first.  

We are not saying that other agendas are not important.  A company must continue to grow, innovate and keep in pace with the new normal.  However, people must be the primary focus.  They are irreplaceable.  

We must continue to invest in our people and take care of them. 

Through the acceleration of digitalisation and the new practices which arose from the pandemic, we are looking at job redesign to ensure that our associates are upskilled and reskilled to meet the needs of the future. We invest in their training and development.  Success stories have lent to greater job satisfaction and optimism towards career advancement. 

On the softer yet critical angle, we focus on communication. It is not limited to an open door policy across the organisation, but also a proactive stance from senior management to reach out to convey care and encouragement, whether through personal visits (where possible) or via zoom calls for our overseas colleagues.  Our associates must feel that that are listened to and they are able to share openly.

In conclusion, we recognise that from time forth, hospitality is a people's business. Our associates form the heart of the company. It is imperative to create a strong culture of trust and belonging so that they will feel confident and cared for to in turn take care of our guests. In spite of the many challenges and changes in today's world, we must continue to invest in our teams to develop in them an ownership mindset – so that they will and can be the priceless asset which brings success to the company.

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