The evolving landscape of hospitality
Cav. Aurelio Giraudo
"Champion of luxurious guest experiences, harnessing future-focused technologies to deliver service excellence and redefine hotel luxury."
As we navigate the evolving landscape of hospitality, a trend has emerged that warrants discussion. In an effort to retain talent in a competitive market, many businesses, including ours, have been creating increasingly granular job titles and positions. From junior waiter to senior waiter, captain to senior captain, supervisor to senior supervisor, and so on - the career ladder has more rungs than ever before.
While these new titles come with modest salary increases (often around 10%), they're designed to create a sense of progression and reward. However, the reality is that employee retention remains a challenge. The modern hospitality worker often advances more rapidly by changing employers every few years, sometimes achieving managerial positions in just 3-5 years - a pace that would be difficult to match within a single organization.
Moreover, I've observed a particular type of career-builder: the 'opening specialist'. These individuals accumulate impressive CVs with 5-8 openings in various positions, but in my experience, this can sometimes be a strategy to maintain a 9-to-5 schedule while avoiding the real challenges of guest interactions and day-to-day operations.
This rapid job-hopping and title inflation presents both opportunities and challenges for our industry. How do we balance the desire for career progression with the need for experienced, committed professionals? How can we create meaningful growth opportunities that benefit both employees and employers in the long term?
I'm curious to hear others' perspectives on this trend. What strategies have you found effective in nurturing talent and building a stable, skilled workforce in today's fast-paced hospitality environment?
#HospitalityIndustry #CareerDevelopment #EmployeeRetention #IndustryTrends
Chef De Cuisine Ritz Carlton Amman
7 个月I believe that we must distinguish the promotions given on the basis of the years of membership in an organization and the actual evaluation of the work produced. But in the second case another problem arises, is the judge able to correctly judge the abilities of others? In the hospitality industry, after so many years, I am convinced that there is a lack of work ethics among many managers and this is also reflected in how subordinates relate to work.
Quality is never an accident. It is always the result of an intelligent effort." - John Ruskin
7 个月The answer to your end query is simple: you do not need any strategy; you only need to apply The Golden Rule, sir.
GM - Luxury Hotels - Sustainability operationally applied - CSR & Shared values champion - Sustainable F&B - Blue Ocean theories passionate - Inclusivity - Speaker
7 个月Dear Aurelio we really need an hospitality revolution made of effective answers to a sector that it is underestimated . I see things in a collective perspective rather than only on the individual stage. New generation needs mentorship , guidance and a more sustainable approach to life . Depending where you are located you know people needs are different. While in Europe for example is much more in terms of salary and quality time, having education and basic needs satisfied , third world countries are totally different and the communities of workers have limited access to education, health , liberty and natural resources , so you might consider an hotel company that effectively invest to help the area where is located . This is a territorial value and an overall reputation for the company . I think indipendently to salary , hospitality has to change its mindset and have a much more innovative approach that does not consider revenue as unique scope. Have a look on chains which have 30% of staff with disability , think on the phrase people value “ why you do it “ , we only value our point of view without an overall vision on staff ( stakeholders), so I think “staff party” is no longer sufficient .