Doing more with less is a common theme in business today. In the hotel industry, fewer resources in an economic downturn is the hard reality facing general managers and executive staff members, who also must deal with vendor, staffing, training and guest challenges, says Francisca Martinez of The Ritz-Carlton Hotel Co.
Managing her way up the ranks through various hotel organizations to her current position as vice president of talent, Martinez has seen previous cases of financial uncertainty and the toll those can take. Having weathered the aftermath of 9/11, she is now taking charge of her role during this downturn.
While the industry may be in uncharted waters, Martinez believes simple leadership initiatives can prevent morale-deflating headcount reductions, or worse, property closures. Ritz-Carlton’s management training program ensures that a can-do attitude and culture is carried through the organization in adaptable ways. It is an economy-proof insurance policy, Martinez says, and the latest initiative—leaders immersed in valuable experiences, or LIVE—is focused on bringing recent college graduates into the fold.
“It’s hard to keep everyone focused and positive when so many jobs are being lost,” Martinez says. “We have to remind people why they’re here and… remind them about what they’re doing well.”Ritz-Carlton recognition varies by business levels, but it is important that managers have resources for this at every level, she says. At the manager level, creatively distributing the workload when days off are taken in order to prevent job cuts helps the organization through this environment. “[Management success] is about people and how you get them to focus and feel energized.”
There is no denying that times are harder for hotel managers than they have been in almost a decade. And it likely will be necessary to tighten belts even more with analysts predicting that the industry is set to experience declines in occupancy and revenue unlike any in U.S. history. Room-rate reductions are one reason that net operating income is expected to drop an estimated 14 percent, according to PKF Hospitality Research.
But negative news isn’t changing the Sheraton Suites on the Hudson’s course of business. Equipped with tools and training, the executive team at the Weehawken, New Jersey property is prepared for another year of sector uncertainty.
Similar to Maryland-based Ritz-Carlton, thorough and regular training helps cut through the clutter and helps managers lead. The Sheraton Suites requires general managers participate in not just one but rather three distinct leadership training programs. It’s unlike anything General Manager David Chu has experienced in his career, which began in hotel marketing and public relations prior to joining Sheraton.
Chu receives leadership training from Grand Hospitality, which owns his property as well as the SoHo and Tribeca Grand Hotels in New York City. He also follows contingency plans put in place by Sheraton-parent Starwood Hotels & Resorts, and upholds the service standards of the Sheraton brand. In turn, the company encourages his management training continues outside of the hotel.
“Grand Hospitality training and general manager orientation is in February and operations and sales kick-off is in March, and then somewhere down the road I’ll take Six Sigma business management training,” Chu says. “If you take a look at all the training ahead, it makes the individual and the establishment more efficient and tougher.”
Chu truly believes he benefits from all the training programs. And while he has learned from his management directives and analytical tools to decrease usage of consumables (such as toiletries and other products) to impact the bottom line, people come first, he says. Focusing on simple things such as property culture keeps everyone happy and keeps the guest perception positive.
“Live the brand,” Chu advises. “Day-to-day contact between hotel staff and guests needs to be fresh, to the brand and spot on, and then it becomes second nature.”
In Hotels: The Magazine of the Worldwide Hotel Industry http://www.hotelsmag.com/info/CA6460488.html (Consultado em 05/02/2009)
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