The labor shortage has affected almost every industry, perhaps no more so than hospitality. Hoteliers have had to figure out creative ways to not only attract new team members but retain them as well. Hotel Business caught up with Raul Moronta, chief commercial officer, Remington Hospitality, to get his take on the labor crisis and solutions to fill empty positions.
What are the challenges hoteliers face in attracting talent?
Many undergraduate hospitality programs are experiencing dwindling enrollment as students become attracted to industries with perceived better benefits and salaries. Post-pandemic hospitality faced a greater-than-average negative impact in the eyes of young adults. However, it quickly bounced back, and we are now hiring in droves. Every hotel has open positions, and we need the talent to service our guests, especially now that we are seeing record leisure demand across the U.S.
How can the industry reach out to young people about how rewarding a hotel career is?
As hospitality leaders, we are responsible for identifying, developing and promoting the next wave of hotel leaders. No other industry would give you the diversity of work experiences, opportunities and career growth that this industry can provide. There are more than 130,000 hotels in the U.S., and with the explosion of travel experiences post-pandemic, this industry is primed for great opportunities for young leaders to thrive in the near future. We must be represented at hospitality universities and local trade schools and show them the success stories of some leaders who have started their careers from the bottom and are now leading the organization.
What are some ways the industry can attract new talent?
I am always fascinated by how staff agencies can source associates better than we can. These are the same associates that we would otherwise want to hire. I think we need to expand our scope of reach and what we consider to be hospitality talent. Whether it is associates working in retail, fast casual restaurants or home improvement stores, they could be great front desk agents, cooks or engineers. We also need to do a better job of contacting local community organizations. They can spread the word better and expand the reach of our labor shortages.
Hiring employees is one thing, but what are things hoteliers can do to keep them?
Company culture is everything, and it has been a top priority for Remington to cultivate over the last several years. Creating an environment where everyone is excited to come to work and feels empowered ensures a healthy company culture for the long run, where even if we don’t get everything right every day, we are driven toward it. A vital component of that is training. At Remington Hospitality, we have a solid commitment to developing our associates—from the technical skills required for the job, guest satisfaction skills and leadership skills. We hire them for a career and must deliver on that promise.
How is Remington dealing with the labor shortage?
We have expanded our recruitment team to win in the labor market. We have utilized staffing agencies to cover the gap in several cases and international staffing agencies for J1 visas where the labor market is more seasonal. We have excellent referral programs for existing associates to recommend to friends and families. LinkedIn is a great tool for showcasing company culture and reaching potential candidates.
