LuxeBook September 2022

Outsourcing tasks that are handled in-house to an external provider often cuts costs through economies of scale. Mangani also suggests, “Refine processes to make them more cost effective, efficient; allocating and using resources to maximise profits.” Hotels need to optimise operations and edit out unused services, to help increase profit margins. “It is important to run an eye over your bills to find costly errors or services you simply don’t use or need anymore can deliver quick money-saving wins,” suggests Manghani. Retaining talent Different companies have come up with different strategies to retain talent. While some encourage fostering a company wide work-friendly culture, others suggest career opportunities. Kush Kapoor, CEO of Roseate Hotels and Resorts suggests adding newer experiences both to cut boredom and open up their experiences, “Giving them global exposure that would help them grow helps. For instance, we have three hotels in UK (and three in India) and our key talent is sent to UK hotels for training. This helps them get a wider perspective and knowledge. We also have an extensive recruitment program that ensures that we hire talent which believes in the goals of organization and wants to grow within the group.” On the other hand, Marriott strongly believes in promoting its own staff for newer properties, to ensure a continuation of culture and trust, “We always have placements, especially in the management Bombay Black “Marriott strongly believes in promoting its own staff for newer properties, to ensure a continuation of culture and trust...” WH Shivavilas Palace, Sandur “We have also conducted workshops on wellness and mental health that help employees understand how to maintain work life balance and its importance.” roles from within the company, rather than getting someone from outside. This helps us get going from Day 1.” As the world gets used to hybrid models and flexible timings, the hospitality industry becomes a tough choice for those who look for more freedom at the workplace. Brands have struggled to compensate their employees in this regard. Says Kapoor, “Unfortunately, hospitality chains cannot offer work-from-home or hybrid models for most employees, as we are a consumer- facing sector. However, the industry is ensuring that shifts are not beyond the stipulated time and there is no paucity of staff. We have also conducted workshops on wellness and mental health that help employees understand how to maintain work-life balance and its importance.” For properties that are resorts away from the main city, such as the JW Marriott Bengaluru Prestige Golfshire Resort, accommodation is provided on sharing basis. Pick-up and drop services, flexible timings and no-overtime are some of the services that organisations have adopted to make the job more attractive for their employees. Since the pandemic, hotel occupancy has gone up to 66 percent, a significant increase from 34 per cent in the past. As travelling increases, the pressure is directly on the employees to protect their company’s reputation. At the same time, it is up to hospitality chains to overcome huge pandemic losses, fight inflation and attrition, as well as keep their employees happy and at peace. Everyone has their work cut out for them. Aaleeshan, JW Marriott Bengaluru 42| 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 |43