It’s so incredible to witness the remarkable resurgence of the Hospitality Industry in the aftermath of the pandemic. With more people travelling and increasing occupancy, the hotel industry has been a true beacon of innovation, expansion, and an unwavering dedication to crafting bespoke experiences. However, amid all this, attracting and retaining a workforce has always been a challenge. According to a survey by The Job Plus, 25%-30% of skilled and experienced hospitality workers have permanently left the industry, showing no intention of returning. What is causing such a significant withdrawal? As an HR head with over two decades of experience, I have gained a fresh perspective on talent management in the hospitality industry. Traditionally, the hospitality industry has always kept people at the heart of its service, but have we unintentionally overlooked the well-being and inclusion of the very individuals who breathe life into the industry? A recent report by Gartner reveals that a staggering 82% of employees believe it is crucial for organisations to see them as unique individuals, not just as employees. This revelation compels us to ponder: Are we truly fostering an inclusive environment for our employees to serve the guests in the most authentic manner possible?
In the spirit of pride month, it is worth noting that achieving diversity, inclusion, and equity (DEI) in any industry is not a one-time event or a quick fix. It demands ongoing effort and unwavering commitment. We must recognize that the workforce is the heartbeat of any organization, driving performance, fostering innovation, and propelling unparalleled achievements.
So, how do we ensure that people feel included and valued? I remember, at Hilton India, how the idea of promoting a flexible work environment in the hospitality sector was a journey filled with countless discussions and deep reflections. We had to navigate the challenges of shifts, round-the-clock work, and managing guest expectations. Amidst these complexities, one realisation struck me deeply: How can we genuinely prioritise our people if we keep them as an afterthought? This realisation led to the inception of our game changing “It’s okay to be flexible” campaign. We aimed to create a tailored approach to address our team members’ unique needs, providing support when they needed it most. We understood that life can throw unexpected challenges, and we wanted our team members to have the flexibility to navigate them. Though it wasn’t an easy path, we remained committed to putting our people first. We firmly believed that by embracing flexibility, we could build an environment where they felt valued, knowing their well-being and personal circumstances mattered.
When we truly care about our employees’ time and space, a sense of belonging flourishes within the workforce. True belonging goes beyond simply having a diverse workforce; it involves cultivating a culture that celebrates and respects everyone’s unique experiences, perspectives, and identities. It means creating spaces where individuals can be their authentic selves without fear of judgment or discrimination. When individuals experience this sense of belonging, they are empowered to contribute their best work, unleash their creativity, and engage in meaningful collaboration. Building a culture of true belonging requires deliberate efforts, and it can start with personalization.
In the post-Covid/Gen Z era, employees have higher expectations beyond just a cheque and benefits. They want a human face of the brand they work for and with. By customising experiences for employees, organisations not only attract and keep top talent but also enhance productivity and overall business performance. This approach starts from the hiring process, conveying the message that the company culture values and invests in its employees.
To meet these personalised needs, brands should focus on a few key areas. Offering clear career paths with visual representations of growth and development opportunities promotes employee retention and satisfaction. Regular reviews and updates ensure alignment with evolving skills and experiences, fostering a culture of growth and development. Robust learning and development programs tailored to employees’ specific needs and goals boost productivity, engagement, and adaptability to the changing demands of the modern workplace.
At Hilton India, these principles are not just ideals, but a reality. Recently, Hilton India was recognized among India’s No 1 company to work for in 2023 by the ‘Great Place to Work’. Our initiatives like the “It’s ok to be flexible” campaign, the Team Appreciation Week, which is dedicated to celebrating and recognising our teams or our Care for All leave policy that gives an additional 10 days leave to take care of the closed ones have proved to bring in a purpose-led culture that values its workforce at the core.
Having said that, I would like to draw attention to a crucial aspect that is often underestimated. When an individual leaves our organisation, everything I’ve said so far loses its impact. Far too often, employees feel irrelevant, forgotten and unappreciated. Shouldn’t they deserve the same value and recognition at the time of their departure? It is essential to prioritise graceful exits for our employees. Even as they leave, we must make them feel valued until the very end. In fact, striving to convert every ex-employee into alumni to maintain a positive relationship with them even after they leave, should be a policy that should be mandated. Keeping them connected to the organisation demonstrates appreciation for their contribution.
As I said, it’s never a quick fix, especially in this modern era where the world is becoming increasingly more connected by the second. Hospitality, at its core, is all about people. It’s time to shift our focus to individuals who make it all possible. Let us take the lead in redefining the workforce relationship in the hospitality industry and witness the transformative power of putting employees at the heart of hospitality. Remember, only happy employees can truly make happy guests.
(The writer, Sabu Raghavan, is the Vice President, Human Resources, Hilton India)
