In its annual two-year forecast of the U.S. lodging industry, CBRE Hotels Research predicts revenue growth to be sluggish through 2021. Drawing on historical hotel performance data from Smith Travel Research and economic forecasts from CBRE Econometric Advisors, the firm expects hotel managers to be challenged in their efforts to control rising labor costs.
Meanwhile, many states and municipalities are moving toward raising the hourly minimum wage to $15, which impacts businesses like hotels that rely on entry-level employees. The economy is also enjoying a period of high employment, putting an added upward pressure on wages, especially when it comes to recruiting high-caliber applicants.
While recruiting is expensive, recruiting candidates who have a greater likelihood of remaining in the job is extraordinarily difficult. Consequently, it makes sense for any hotel hiring managers to take the time and resources to focus on seeking out candidates who are interested in building a career in hospitality, rather than simply “looking for a job.”
Candidates who meet the bill may, in fact, be considering multiple offers. Hotel hiring managers would be wise to promote cross training and job sharing as perks that are essential to moving up the ladder in any major hotel. Unfortunately, cross training and job sharing are not commonplace in the hospitality industry.
Cross training and job sharing allow new hires to dream about broadening their on-the-job experience at a faster pace than they otherwise could. Looking ahead to their long-term career in hospitality, cross training and job sharing expose them to different aspects of operations, in the process allowing them to enhance their resumes.
At the same time, implementing such practices benefits management by making sure the hotel has sufficient coverage “on the floor,” both front and back-of-the-house, at all times. The hotel can operate at peak levels without skipping a beat, ultimately ensuring the guest experience isn’t compromised.
Cross training, for example, means an employee is prepared to perform two or more types of job on a given shift. Depending on the situation at the moment (i.e. an unexpected absence), the manager on duty can slot the person into a position where he or she is most needed and can add the most value. It provides management with the opportunity to maximize flexibility.
Similarly, job sharing benefits both the associate and the hotel. When the front desk guest services agent can also pitch in as a server at the lobby food and beverage outlet in a pinch, it’s a win-win for all parties involved, including the guest.