Malcolm Hotel GM Andrew Shepherd shares how reading body language in the first 10 seconds, leveraging guest data, and investing in 154 staff housing units drives exceptional guest experiences.
Davidson Hospitality Group's GM Edge program targets high-performing leaders across its portfolio for structured development in operations, financial management, and people culture.
An industry educator argues that hospitality must shift to skills-based workforce models, competitive compensation, and AI-augmented roles to attract, retain, and develop talent amid demographic and technological change.
GratifID CEO argues that adding digital tipping to 2027 budgets addresses hotel staffing shortages, citing AHLA data showing 42% of operators cite workforce shortages as a top financial pressure.
Hotels can balance rising wages and operational costs through predictive analytics, labor management systems, tiered service models, and continuous staff training.
Inefficient scheduling, high turnover, and outdated tools cost hotels significantly; demand-based scheduling and mobile workforce platforms can cut labor costs by 6-8%.
With 129,600 U.S. bartender openings projected annually through 2034, operators are urged to shift from traditional job-board hiring to hands-on training partnerships and structured retention programs.
A Canary Technologies survey found 70% of non-tippers would have tipped with a digital option, making NFC-enabled tipping a case for boosting valet earnings, morale, and retention.
A roundtable podcast covering staff wellbeing, career development, and regional collaboration in Kent hospitality, featuring voices from Champneys Eastwell Manor, HOSPA, and Hospitality Action.
A comprehensive overview of modern hotel HR covering talent acquisition, training, engagement, retention strategies, and digital transformation tools like HRIS and ATS.
An honest look at the hidden pressures facing hospitality CEOs and MDs: financial leakage, chronic staff turnover, real-time reputation risk, compliance shifts, and non-stop reinvestment demands.
Harpreet Singh shares lessons from one year of turning around Kings Court Hotel in Alcester, prioritizing infrastructure, culture, and long-term vision over cosmetic upgrades.
GM Guy Klaiman shares how David Kempinski Tel Aviv stayed operational and broke performance records by prioritizing staff welfare, cultural investment, and adaptive leadership through COVID and the post-October 7 crisis.
A five-part series installment outlines three AI agent use cases for hotel leaders: automated performance briefings, dynamic staff onboarding, and real-time sustainability cost tracking.
A hospitality sales leader argues that top salesperson departures are preventable, outlining a "Stay Stack" framework of fair targets, real coaching, recognized effort, and visible career paths.
A structured guide covering training schedules, budget allocation (2-5% of revenue), LMS platforms, and case studies showing up to 45% turnover reduction and 2.5x ROI within 18 months.
A reflective piece on how internal promotion competition quietly erodes trust and collaboration among colleagues, and how professionals can hold ambition and collegiality at the same time.
Penn State research finds hospitality employees who feel overqualified are more likely to view tasks as unfair, increasing turnover intent, but respectful managers reduced these perceptions by 28%.
A national survey of 451 Greek hospitality workers finds formal employment standards often exist on paper but fail in practice, with low pay, unpaid overtime, and weak worker voice widespread across the sector.
Meyer Jabara Hotels attributes its 24% turnover rate (vs. an industry average of 78-84%) to an intentional leadership culture built on empowerment, shared ownership, and technology-enabled connection.