With 100s of hotel openings planned, will operators need to go back to the ‘old’ style recruitment trips, but at the same time, create careers, not jobs, for people? What is the GM’s responsibility on this front?
Klaus: We have now about 400 [new staff]. Obviously the hotels that are in a good location will drive higher revenues, higher revenues results in higher service charges, so I think that you will always have a little bit more of an advantage in getting qualified people to work for you because over the last 10 years, let’s not forget, we created a big hole of people within the industry in Dubai with them jumping from hotel to hotel.
Eventually, that doesn’t stop and its cascading downwards, there will be a hole and that tradition will have to be filled by recruitment trips etc., as we all have done in the past.
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Mark: The GM is ultimately responsible for all aspects of the hotel reputation and operation, and therefore plays an integral part in this process.
‘Old’ style recruitment trips are particularly important for hotel openings when high headcounts are required and the presence of a GM on these trips will only further enhance the visit and benefit the success of the trip.
For me, the GM should be selling a vision that they have for the hotel property, a vision that encompasses all areas; the hotel vision, mission and values, the property itself, the orientation and training, the guest experience, growth and development strategy, life in Dubai etc.
Serge: I believe a GM’s role is to create the brand image that promotes the purpose behind the organisation’s business strategy. Successful organisations are filled with employees who understand the purpose and positioning of the company — this attracts and keeps employees engaged.
Employees are not looking for a job but rather for an opportunity to learn, grow and to add value. Recruitment campaigns, fairs, and career pages should communicate the opportunities for candidates to reach their full potential and how the company is prepared to invest in their future.
Before employees even join an organisation, they should know what career paths are available to them, the training courses they must complete with defined measurable outcomes, and the ongoing skills and competencies they need to develop to ensure they are prepared to take on more meaningful roles within the company.
The GM needs to be an active and visible champion behind this message so new and existing employees know that they have a future and that they are seen as a good investment. Living in a transient market such as Dubai creates its own share of risks and challenges.
Some in the industry are stuck in the old methodology of only providing the very basic training for employees to perform their jobs and fail to understand that they should be developing their employees for long lasting careers and excellent guest service.
Heinrich: As mentioned earlier, we as general managers have to be fully involved in the recruitment process. Hiring people from abroad continues to be an important source of new and fresh talent into the UAE. General managers should go on some overseas trips to participate in them just for the sake of promoting their brands and also to help select the right talent for their operations.
Essential Information
- Date: September 2, 2014
- Venue: Jumeirah Beach Hotel
- Format: One-day event with live interviews, panel debates, case studies, presentations, workshops, and networking opportunities
- Attendance: By invitation only and free to hotel general managers. Please register your interest with Amanda.elisha@itp.com
- Speaker opportunities: Please contact louby.maktari@itp.com or call +971 4 444 3578
- Sponsorship opportunities: Please contact Diarmuid.omalley@itp.com or call +971 4 4443568
- More details: www.hoteliermiddleeast.com/conferences
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