For the longest time, the hospitality sector has struggled with a shortage of trained workforce. This, coupled with a high attrition rate, called for a lot of introspection on attracting and retaining quality workforce.
With its subsequent layoffs, furloughs and rejigging the staffing ratio, the pandemic only made matters worse. There has been a massive exodus, particularly in management executive roles, worrying many hotel companies about managing their operations. Moreover, there was a lateral shift in the economy during this pandemic. These players’ skills were actively sought in other industries, especially healthcare, IT services, and public service.
To attract and retain talent while improving ROIs, hotel management teams have been compelled to redefine existing SOPs, cross-train their talent pool and help them become multi-skilled. Moreover, hotel companies are working on improving remuneration standards, enhancing staff facilities and adapting flexible engagement norms besides using technology extensively for mundane chores.
Farhan Hamidani, Director of Sales and Marketing at Novotel Mumbai Juhu Beach, tells Vinita Bhatia how marketing and sales heads need to relook the entire workforce ecosystem at the unit level. They also need to reassess how to find, train and retain people who can take the businesses to the next level.
Labour recovery seems challenging while there is a mismatch in skills available and those needed. How can vertical heads manage the growing talent gap?
In the current scenario, when the business is reaching the pre-pandemic level, it is important to relook at the entire workforce ecosystem, enabling companies to reach the next level. Talent wins games, but teamwork and intelligence win championships.
Teamwork begins by building trust, and the way to do that is to overcome our need for invulnerability. Trust, honesty and transparency are the most important pillars which support teamwork. None of us, including me, ever do great things. We can all do small things with great love, and together we can achieve something remarkable.
How can you translate these words into tangible actions?
It is imperative to inspire your team and celebrate all the successes and collaborations as leaders. No one can whistle a symphony. It takes a whole orchestra to play it.
In the current time, it is extremely important to be the master of all trades, multi-tasking is vital, and it can be attained by training individuals and building a culture for developing future leaders who can be retained long term.
Teamwork is the ability to work together toward a shared vision. It is the ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results. The strength of the team is each individual member. The strength of each member is the team.
Individuals need to find a company that inspires and motivates them and they should spend time with a company that will change their life professionally.
How are vertical heads re-evaluating KPIs and incentive plans, in addition to reskilling and upskilling to lower workforce turnover?
As leaders, we should be aware of the team’s performance, applaud their efforts, acknowledge their success, and encourage them in their pursuits. When we all help one another, everybody wins.
The way a team plays as a whole determines its success. We may have the most incredible group of individual stars in the world, but if they don’t play together, the team will not be able to give the desired output. It is true that you can succeed best and quickest by helping others to succeed. No matter how brilliant your mind or strategy, the team would lose out if the individuals are playing a solo game.
It is essential to realign KPIs for individual performance, clubbed with the team’s performance. It is necessary to align the KPIs, so everyone in the team supports each other to reach the desired objective and goal. Any incentive plans should no longer be based on individual performance; it should be linked to the overall performance and growth.
One person never does great things in business; a team of people does them. Cooperation is the thorough conviction that nobody can get there unless everybody gets there.
With the traditional talent pipelines running dry, what kind of new channels are they tapping now?
Training and development form the base of the team’s performance and growth structure. Delegation of authority is essential for the team’s development, enabling them to take quick decisions and helping them to build their decision-making ability. While I suggest delegation is important, monitoring the performance is essential for the leader.
I am a great believer in luck, and even luck favours the brave. While experienced talent in the pipeline is running dry, it is important to give opportunities to new entrants to the industry and also to the younger generation who are eager to learn and looking forward to building a career in the hospitality sector.
An individual with the right attitude and willingness to learn should be given opportunities. Skills can be developed through training for candidates who are optimistic in nature and willing to learn and grow.
