When Sales Slow Down, Retain Your Hotel Talent
Albert BarraAugust 13, 2018 · 2 min read
A hotel is, whether we like it or not, a dynamic organisation. As such, it undergoes changes throughout its life—changes determined both by its structure, nature and internal culture, and by its environment. We are currently not living in an environment particularly conducive to maintaining a very positive profit margin. However, this is an ideal time to invest in talent.
Talent is a somewhat intangible concept that can be understood as the ability and potential to achieve certain results. A good footballer has the talent to control a ball and make it go where they want it to; a good scientist has the talent to achieve significant scientific advances through their knowledge.
In times of stagnation (and in times of prosperity too, of course), an organisation with talent can adapt its environment to the objectives it has set. Because let us not forget that, when we seek talented employees for a hotel, we are not looking only for the strongest, most resilient or even the friendliest people; we are looking for those capable of unlocking the full potential of a role so that the ultimate goal—guest satisfaction—can be achieved.
Having talent will make it possible to optimise resources, improve ratios and achieve more efficient quality management. Talent will put us in a better position once the stagnation has been overcome. It will multiply the possible solutions to problems and improve communication. Because it would not make sense to have talent without adapting management to that talent in order to unlock its full potential. We must be aware that a talented waiter, room attendant, chef or receptionist will be able to manage their moment of truth—their direct interaction with the guest—effectively, and we must make the most of this.
Talented employees do not seek only financial reward; they seek to develop their work in dynamic organisations that recognise their merits, invest in their training and, in short, commit to emotional compensation.
Talent is a scarce asset, and if you do not retain your best employees, someone else will take them from you. Bear in mind that quality in a hotel has a certain element of improvisation; that is why it is always more effective to have trained employees with talent, knowledge and capability than a multitude of standards and rules intended to achieve that quality.
Having talent will make it possible to optimise resources, improve ratios and achieve more efficient quality management. Talent will put us in a better position once the stagnation has been overcome. It will multiply the possible solutions to problems and improve communication. Because it would not make sense to have talent without adapting management to that talent in order to unlock its full potential. We must be aware that a talented waiter, room attendant, chef or receptionist will be able to manage their moment of truth—their direct interaction with the guest—effectively, and we must make the most of this.
Talented employees do not seek only financial reward; they seek to develop their work in dynamic organisations that recognise their merits, invest in their training and, in short, commit to emotional compensation.
Talent is a scarce asset, and if you do not retain your best employees, someone else will take them from you. Bear in mind that quality in a hotel has a certain element of improvisation; that is why it is always more effective to have trained employees with talent, knowledge and capability than a multitude of standards and rules intended to achieve that quality.