• Elizabeth Espinosa

HR, we need you more than ever! HR, 前所未有的存在感!

Updated: Aug 20



Take a moment to think where all the department offices are located in your hotel.

Where is your HR Department located?

It would be safe to assume that your HR is somewhere tucked away on LG2 close to your staff entrance and the furthest physical distance away from your operations and from your guests.

The message is subtle, yet the perception lingers. Our HR hotel departments are somehow disconnected, out-of-touch; a necessary department, but one that is expected to operate with the fewest resources from the basement. And yet, they are expected to also be the gatekeepers of the industry professionals we recruit, employ and train.

In theory, HR (HUMAN Resources), is the embodiment of empathy and genuine care for others, and it is through their department that a true hospitality mindset and company culture should originate. Unfortunately, HR is under-valued and under-invested, as is evident in the limited resources dedicated to staffing HR departments. A team of 4-5 people is expected to onboard, train and administrate the careers of hundreds of employees who stay much longer than the average long stay guest.


Yet, according to the “2020 China Hotel Investment and Asset Management Outlook Report” prepared by Horwath HTL, the impact of COVID-19 has resulted in hotel owners and asset managers to rank cost control as most important in effectively managing their properties compared to “driving revenue” or “staff training/ incentives”. What is the long-term impact this “cost-control” mindset is having on our industry, especially if we “cost control” Human Resources to the point where they are unable to effectively attract, train, retain and develop talent?

What is certain is that today’s talent pipeline is already scant. In China, Gen Z hospitality students are graduating from hospitality schools in China and from abroad, and they are already disillusioned with the disparity between the physical work of our industry, the erratic work schedule and barely livable wage. Couple all of that with societal and family pressure to avoid our industry at all costs. Upon starting their careers in our industry, this talented group of professionals has their passion for hospitality already hanging by a thread.

At the Young Elite Alliances in Hospitality (YEAH) Summit 2020, we had the chance to hear

directly from the Gen Z students who expressed how “lost” they feel since returning from studying abroad. Their passion for hospitality is not matched by the way they are treated during the recruitment process nor when they are placed in operations roles in China. Ultimately, these students avoid operations and flock to consulting jobs preventing the contribution of top talent from elevating the service experience in China.


Therefore, the HR Department, as the first impression and point of contact for new applicants, especially Gen Z applicants, plays a critical role.

We must begin to re-evaluate and prioritize the role of HR in our hotels if our industry is going to have sustainable growth.

There are immediate and easy steps we can take as operations leaders to begin to make a shift in our mindset as it relates to the role of HR in our properties.

HR = Brand Ambassadors

“Brand ambassador”, is a term typically reserved for “front of house” team members. Front of House “brand ambassadors” tend to have the BEST uniforms, the BEST verbiage, the BEST technology, the BIGGEST teams. What would happen if we treated the HR team as Brand Ambassadors? What impact would that have on applicants and on the overall energy of the company culture? What impact would that have on the learning and development experience for everyone?

Genuine Care is the BEST Form of Recruitment

With so many candidates filtering through our online application systems for hotel, are we giving our HR teams enough resources to respond to applicants in a timely way and with the respect and genuine care we expect our employees to extend to our guests?

I was moved by Zachary Ledford, who told MILLIONS of people via his social media post on LinkedIn, about the lasting impression of genuine care extended to him from Human Resources. At 7 years old when he applied for a job at Lego, he was far from the “ideal” candidate, but that didn’t prevent the Lego HR team from taking the time to respond and to nurture a potential future talent. Do our HR teams do the same for interested applicants? Do applicants tell others about their recruitment experience with your HR team?

Complete an HR Hospitality Checklist

Make a trip down to the basement and take the pulse of your HR department. This checklist has the hospitality “basics” and you can quickly determine if your HR team has its priorities on extending the genuine care and service you expect of your operations teams. If you find more gaps than expected, spend some time with your HR leaders to review what can be done or what resources are needed to make them the brand ambassadors & exemplars of genuine care that the future of our industry needs them to be!

For more industry blogs, articles and information follow us on LinkedIn or visit our website https://www.inspirehospitality.com.cn/stayinspired


让我们花点时间思考一下酒店里所有的部门办公室都在哪里。

人力资源部在哪里?

我们可以大胆地假设,人力资源部位于地下二层的某个位置,靠近员工入口,距离运营和客人距离最远。

这个信息是微妙的,但感知力却挥之不去。酒店的人力资源部门在某种程度上是脱节的,失去了某种连接;这是一个不可缺少的部门,但却被认定为需要最少的员工和资源生存在地下室。然而,这个部门对招聘、雇用和培训行业专业人士起到决定意义。

从理论上讲,人力资源(HR)是同理心和对他人真诚关怀的体现,真正的好客心态和公司文化应该通过这个部门产生。不幸的是,人力资源被低估而且投资不足,这一点在人力资源部门人员配置方面的有限资源中显而易见。一个由4-5人组成的团队预计将为数百名员工提供入职、培训和管理工作,这些员工的工作时间比酒店长住客还要长。


根据浩华 (Horwath HTL) 发布的《2020年中国酒店投资与资产管理展望报告》(2020 China Hotel Investment and Asset Management Outlook Report), COVID-19的影响已导致酒店业主和资产管理者将成本控制列为有效管理其物业的最重要因素,而不是“推动收入”或“员工培训/激励”。这种“成本控制”的思维模式对我们的行业有什么长期影响,尤其是如果我们“成本控制”人力资源,以至于他们无法有效地吸引、培训、留住和发展人才?

可以肯定的是,如今的人才储备已经很匮乏。在中国,GEN Z一代酒店管理专业的学生正从中国和国外的酒店管理学校毕业,他们已经对行业的体力劳动、不稳定的工作班次和勉强维持生计的工资感到失望。再加上社会和家庭的压力,毕业生们不惜一切代价避开酒店旅游行业。在开始他们职业生涯时,这群才华横溢的专业人士对酒店的热情已经悬于一线。


在2020年泛酒店业青年峰会上,我们有机会直接听到GEN Z一代学生的发言,他们表达了从国外留学回国后的“失落感”。他们对泛酒店业的热情与在招聘、运营中所受到的待遇落差很大。最终导致学生们避开运营岗位,大量涌向咨询行业,阻碍了顶尖人才对提升中国服务体验的贡献。

因此,作为连接酒店和求职者尤其是(GEN Z一代求职者)第一印象至关重要。未来我们的行业要实现可持续发展,必须开始重新评估人力资源在酒店中的作用,并将其地位放在首位。作为运营领导者,可以立即采取简单的步骤来改变我们的思维方式,因为这关系到人力资源在我们的酒店(公司、组织)中的角色。

1) HR=品牌大使

“品牌大使”是一个专门为“前场”团队成员特定的术语。“品牌大使”往往拥有剪裁合身的制服、优美的措辞、高精尖的技术、完备的团队。如果我们把人力资源团队当作品牌大使,会发生什么?这会对求职者和公司文化的整体能量产生什么影响?这会对每个人的学习和发展经验产生什么影响?

2) 发自内心的关怀是最好的招聘广告

数以万计的求职者通过酒店在线申请系统进行应聘,人力资源团队是否有足够的资源来及时回复求职者、并给予他们像我们对待客人时的发自内心的尊重和关怀?


我被扎客·莱德福德(Zachary Ledford)在领英上发布的帖子所感动,他向数百万人讲述了人力资源部对他的真诚关怀所带来的持久印象。在他7岁的时候,他申请了乐高公司的一份工作,虽然他不是一个符合条件的应聘者;但这并不能阻止人力资源团队做出回应,培养具有潜力的人才。我们的人力资源团队对每位求职者也会这样做吗?求职者是否愿意与他人分享他们的应聘经历?


3) 填写人力资源部接待清单

去人力资源部串个门。这份检查表包含了接待的“基本要素”,您可以快速了解人力资源团队是否将真诚关怀和服务理念放在工作的重中之重。如果您发现与预期相差甚远,花点时间和人力资源主管回顾一下哪些地方可以改变或者例子可以借鉴来帮助他们成为品牌大使,因为这是未来泛酒店行业的所需要的!

欲了解更多行业博客、文章和资讯,请访问领英或官网https://www.inspirehospitality.com.cn/stayinspired

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