ITB Hospitality Day 2009: Discussion on Talent Management
Berlin (April 17, 2009). Although the large chains have revised their expansion plans, good members of staff are still highly sought after, even when salary increases are currently out of sight. Hotels with a strategic personnel plan have a competitive advantage. Yet there are obviously still too few of such strategically orientated businesses, as Thomas Kraft, Board Chairman of the consultancy company IFH Worldwide, made clear at this year's "ITB Hospitality Day" during ITB Berlin. He hosted an interactive discussion round entitled "Ask Mr X - on the subject of talent management."
Almost all participants of the discussion round, among them many students from various tourism academies, don't think the hotel chains are investing enough in strategic human resources. That strategic planning in human resources exists at all, however, was questioned by almost nobody.
"Even in the crisis, we can't do without good staff," Katrin Melle said, Area Director of Human Resources for Hyatt International and Chairwoman of Hotel Human Resources Circle (HHRC). "Our surveys show that guest expectations are the same of the hotel, even in the recession." And who is to fulfil these wishes if good staff is lost for reasons of cost? Melle denies that the crisis and earnings declines will increase the pressure on staff: In this industry, staff are accustomed to such pressures as even in a "normal" year there are busy and slower periods.
Staff are also needed for new hotels. "Give us a call, we too are opening new hotels and have a staff turnover rate," Melle explained, though pointed to the fact that today, flexibility is more important then ever. Nobody can expect his or her dream job from the very start. Though with a little patience and practice in the industry, this goal moves ever closer.
Still good staff needed - stay flexible!
Ruud Reuland, General Director Ecole Hotelière de Lausanne and academic representative on the panel, underlined the same point: "We still need good staff. But the dynamic on the work market is changing, young people have to be very flexible," he explained. Today, job seekers should be prepared to accept their first offer, even where this isn't exactly what they wanted. They should be prepared to take the job in Moscow or Kazakhstan instead of waiting for a position in New York or London. A good company will reward good members of staff.
Nevertheless, Ruud Reuland admitted than many hotel chains are making young people poor offers as they struggle to implement cost savings. For him, this is a contradiction. "On the one hand, personnel development is frozen and on the other, the chains continue to expand."
The current level of confidence in young people as indicated by the HR promise seems to be low. The response to Thomas Kraft's question, who would be prepared to change jobs or think about such a change was tentative to say the least. That means: Staff turnover is currently low. And this too is something that graduates will have to be prepared for.
The task of the hotel academy or university as well as of the hotel itself is to recognise talent, Ruud Reuland stressed. Talent expresses itself, above all, through a passion for the industry and a solid basis for acquiring all those skills later required.
Hotel directors should speak with their staff
Human resources experts were also agreed with respect to the increasing significance of academic training for future managers. "Most graduate programmes are very good. Young members of staff must, however, have an opportunity to put their skills into practice," Melle said. And Reuland added: "Many successful hotel managers never attended a hotel school. Study courses take too long and cost a lot of money. But a degree/diploma from a hotel school opens the door to many more career opportunities, for example, with a bank, in a hospital or with another service company.
Melle expressed her desire to see a more human approach on part of hotel directors in respect to their staff. "Money is important, it's not to be denied," she said, but more important, she went on, is to speak with staff and to ask them what they want to get out of their job. / Susanne Stauss
Continuative Links:
- HUMAN RESOURCES / Companies apply anti-cyclical recruitment policies
- HUMAN RESOURCES / Companies apply anti-cyclical recruitment policies
To print this article you have to be registered and logged in for newsletter, visitor or subscription.
Print Article