Global hoteliers pursue revenue ever more aggressively and try to develop service excellence more efficiently, with fewer people to do it with and to compete, many turn to in-house leadership development with often excellent results. 

However, with an expanding global hotel inventory, important leadership skills and management abilities that historically have been the norm are now in many cases no longer adequate and in several markets not even available.

Notably, the development of a top-notch management team is a complex, often frustrating and unpredictable process.  Companies are at times ill-equipped to respond effectively to sudden recruitment challenges, resulting that existing managers become overwhelmed with responsibilities for which they are not ready, nor truly qualified for. These circumstances are particularly challenging in emerging markets and high growth areas.

We all know that the full contribution of a dedicated leadership team accounts in no small way to a company’s overall growth, where each member of the leadership team is a critical component of the entire organization.

Currently demand for effective and capable managers in most markets outstrips supply by a fair margin.  In fact, the lack of readily-available qualified middle and senior managers is becoming a serious concern of many hotel companies, as it impacts the execution of their growth strategies.

Human resources teams find themselves stretched with critical recruitment efforts to an extent that attention to their existing employee-relations suffers.  Additionally emphasis on management retention activities and essential customer service training are not being optimized. 

Despite the advantages of internet technology, the search for better ‘new’ talent and the frustration of trying to find a good fit for key management positions is very familiar.  Altogether, the recruiting and retention of key managers can be challenging for those companies that require above average and highly capable talent to compete.

Corporate policies and head-office guidance relating to recruitment processes should provide structure and parameters, but they often go far beyond that.  Their policies can be restrictive by providing limitations to the cost and pace of hiring. 

In some companies this tends to become counter-productive, limiting the flexibility and autonomy that individual properties and departments require to determine and secure the most suitable talent for their own management team.

Sorting the Excellent from the Average

Hospitality-focused recruitment companies are assisting in filling many of the most urgent requirements as they are in a position from where they can access talent on a world-wide basis, providing a critical conduit between hiring companies and potential candidate pools.  This allows companies to dramatically access an expanded resource network and a greater depth of available talent..

Leading search companies spend significant resources networking with potential star-talent and they invest considerable time and effort evaluating leadership abilities, operational competencies and character profiles in assessing your next potential hire's contribution value.   

For assistance, please email us at: contact@exclusivehospitality.com

Christian Mayr I President
Exclusive Hospitality