LuxeBook September 2022

As travel increased over 2022, hospitality chains were fighting a twin crisis, mass resignations and rising inflationary cost BY PAYEL MA JUMDAR UPRETI W hile the revenge travel trend is here to stay for some time, the hospitality industry has been dealing with a crisis behind the walls. The cracks are not visible on the surface but has hotel management hot and bothered as they try to mitigate the high rates of attrition on the one hand, and the lack of talent from new joinees on the other. Hiring in travel and hospitality sector saw an 18% growth in March, for the first time in two years of COVID-19. At the same time, the travel and hospitality sector, which was the worst affected due to Covid-induced lockdowns over the last two years, witnessed a robust recovery with a 47.6 per cent growth in payroll headcount. LuxeBook spoke to senior management at different five-star hotels from popular destinations across the country to understand how they were dealing with the mismatch in demand and supply of manpower at the company level. “Covid has hit us hard and in more areas than one,” admitted GM of Marriott International, in a press meet organised at Who will man the hotels? Manpower crisis hits the sector WH Elysium Resort & Spa, Shimla JW Marriott Prestige Golfshire in Bengaluru the launch of Courtyard by Marriott Aravali Resort. “Even if we get the staff via new hires, the brunt of physical work, whether in the kitchen or for housekeeping, is done by trainees who have received their entire hospitality management training virtually. Instead of being used to the rigour of hotels, and coming prepared, this is the first time that they have to do the work in reality, having studied the course only virtually over the last two years,” said. Admitting that this disconnect from reality had caused high attrition rates, he said that hotels were finding it difficult to match up with the expectations of staff. Long hours in the hospitality industry, the low starting salaries compared with other professions, and the uncertainty that the pandemic had created leading to major job losses, has resulted in enmasse attrition from the industry on the one hand, and a talent crunch on the other. Pradeep Ghorphade, Director of HR at two Marriott properties in Bengaluru – Sheraton Whitefield and JW Marriott Prestige Golfshire in Bengaluru said that while even they had to let go of some staff members in the end, most of them were re- hired through their alumni association. “We were allowed to hire back vacant positions only from a pool of employees who were a part of our alumni association. This ensured that people who were still looking for jobs got one, while we got experienced employees for our positions.” Ghorphade says that things are slowly moving towards normal, but they had to expand their reach in making their hires this time around. “Most hotel management schools faced a 60 per cent reduction in enrollment post the pandemic, as news spread of the conditions the industry was facing. ” Said Mr Onkar Singh, Vice President – Hospitality and Wellness Operations at Fazlani’s Nature’s Nest, Pune, “Hospitality industry being the worst affected, people left the industry for alternate options. Special training was conducted to adapt the operations to the new normal and taking extra care with hygiene and contactless and careful service as applicable.” Hygiene and contactless service rose in priority with people who were travelling mid- and post-pandemic, and special training was conducted to provide satisfactory services across all departments. Employees well-being On the other hand, a lot of hospitality companies have incorporated programs and policies that further their employees’ well-being. Mr Ghorphade, from Marriott International lists out the benefits that employees have received post-pandemic, “We have had salary corrections across the board. Our starting salaries for executives have gone up, and we now have a no- overtime policy. No staff member is made to work over 9 hours. In case, the situation arises where they do have to do so, their manager needs to first take their consent. Sudheer Rajbhar “We now have programs for them to help them with their career development. We have human capital planning and a management development academy where our colleagues can partake in furthering their career.” —Pradeep Ghorphade Director of HR, Marriott International Pradeep Ghorphade Director of HR, Marriott International BEHIND THE DOORS 38| L U X E B O O K | S E P T E MB E R 2 0 2 2 S E P T E MB E R 2 0 2 2 | L U X E B O O K | 39