A follower of people management, Girish Bhagat, GM, Hyatt Hyderabad Gachibowli, believes in an open-door policy that ensures employee productivity
Give us a short background of your journey in this industry over the years.
Even as a child, I was in love with the hospitality industry. After high school I decided to pursue my Diploma in Hotel Management from Australia and started my career. Over the past 12 years with Hyatt, I have had the opportunity to work in different countries, in different environments and across cultures. And each experience has been special.
What have been some of the important lessons that you have learnt from your experiences.
I believe everyday is a new learning experience. Innovation and constant change goes hand in hand and is the key to success in an ever changing and dynamic environment of the industry.
When did you take charge as GM of this property and what are the changes that you have initiated?
I took charge as the GM in April 2013 when our hotel was re-branded as Hyatt Hyderabad Gachibowli.
The key changes that I have implemented pertain to rebranding, product enhancement, brand compliance, development of people and steady month-on-month revenue growth and market penetration by a strong focus on increasing brand presence in our micro-environment.
On an individual level, I constantly focus on people development, employee engagement and always follow an open-door policy, so that any of my team members can easily approach me for anything.
What is the best part of being a general manager?
As the GM you are the captain of the ship. Hence, you have the ability to steer and guide the operations and your team towards success. You also have the ability to always innovate and improvise and meet people from all over the world, which in itseld is a great learning ecperience for anyone.
How do you keep the morale of the team running high? How do you motivate them?
I believe in People Management; this is correlated with the amount of time spent with each team member. I encourage feedbacks and address them constructively; also recognising high performing individuals in the team is important as is ensuring that the employees are regularly rewarded and their success is shared and celebrated. This creates a healthy competition amongst the team to perform better and helps imporve the overall performance of the hotel. Everyone is productive, which always helps the brand.
What are the challenges that you face as a GM?
Similar to the challenges faced by any other general manager — “the excessive supply to demand ratio” in several of our key markets. The constant need to increase market share and penetration is the biggest challenge all of us face.
What are the revenue-enhancing strategies that you have adopted/introduced at the property?
Introduction of up-selling mechanism in various revenue generating departments. Also, strict processes in place when it comes to room yield materialisation in high demand periods.
What are your favourite areas of the property?
The lobby is my favourite! It is the pathway that connects all the hotel areas and is the perfect platform to interact with the guests as well as the employees.
Share some of your interesting guest experiences.
In my career I have met some very influential people — Heads of States, Hollywood and Bollywood stars,
Business Tycoons, Entrepreneurs, Sports personalities, etc. Each interaction was memorable and has
its share of fruitful experiences — both positive
and negative.
What has been the turning point in your career?
I cherish the exposure gained from a multi-cultural hotel operating with 650-plus rooms and also the interaction with colleagues from various cultures and backgrounds that has taught me a lot.
What according to you is the most important thing for success in the industry?
The key is the ability to manage people. Also, to constantly innovate and improvise and understand the dynamics of the market. In order to be successful one must always be forward thinking and able to take risks and rise quickly from failures or shortcomings.
What are some of the positive changes in the industry in the last decade or so?
Technology, social media, launch of new brands, innovations in F&B concepts and social trends affecting taste and preference of our consumers. Also, I feel the consumer today, is extremely brand conscious and is aware of what to expect from a brand and/or property.
What is the worst thing about being a hotelier?
It would be a cliché to say ‘Nothing’, but I would not be here if I did not like anything about hospitality. It is a wonderful, dynamic and engaging industry like none other. But if not a hotelier, I probably would have been an entrepreneur.
