The hotel industry says it’s having trouble finding workers. A new survey by the American Hotel and Lodging Association revealed that more than three quarters of its members were having trouble hiring all the people they need to run their businesses, the industry trade group announced Monday.
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Seventy-six percent of the group’s members said that they are in the middle of a staffing shortage. Thirteen percent of them said that they are severely understaffed, a shortage so bad they are running into difficulties keeping things going on a day-to-day basis.
“Strong summer travel demand and a nationwide workforce shortage have combined to create more pay, perks, and upward mobility for current and prospective hotel employees,” AHLA CEO Kevin Carey said in a statement accompanying the survey results. “But hotels need access to more workers to continue creating jobs.”
The AHLA said that 86% of its members had increased wages in the last six months, that 52% increased scheduling flexibility, and 33% increased benefits. That’s not enough, though, as 79% say they can’t fill open positions. That’s worse than a January survey done by the group that found 72% of its members couldn’t fill open positions.
Last month, Reuters reported that thousands of hotel union members had gathered in 18 cities to celebrate International Workers Day and demonstrate for better treatment. They said that hotels had cut staffing and hours in the early years of the COVID-19 pandemic and been slow to raise wages despite being quick to raise room rates.
Exploring Innovative Staffing Solutions
As the hotel industry grapples with persistent staffing challenges, many establishments are exploring innovative solutions to attract and retain talent. One approach gaining traction is the adoption of flexible staffing models, where hotels rely on a combination of full-time employees, part-time workers, and gig-based contractors. This strategy allows hotels to adjust their workforce based on fluctuating demand, ensuring optimal staffing levels during peak seasons while maintaining a leaner operation during slower periods.
Additionally, some hotels are partnering with staffing agencies or leveraging online platforms to access a broader pool of talent. These platforms connect hotels with qualified individuals seeking temporary or project-based work, enabling them to quickly fill gaps in their workforce without the long-term commitment of traditional employment arrangements.
Another innovative solution involves cross-training existing staff members to take on multiple roles. By equipping employees with a diverse skillset, hotels can deploy their workforce more efficiently across various departments, reducing the need for specialized hiring and enhancing internal mobility opportunities.
Furthermore, hotels are increasingly investing in automation and technology to streamline operations and reduce their reliance on manual labor. From self-check-in kiosks to robotic room service assistants and automated housekeeping systems, these advancements can help alleviate some of the staffing pressures while also enhancing the guest experience.
While these innovative solutions hold promise, they also present challenges. Implementing flexible staffing models and leveraging gig-based platforms can raise concerns about job security, employee benefits, and compliance with labor regulations. Additionally, the adoption of automation and technology may require significant upfront investment and could potentially displace certain job roles.
Addressing the Work-Life Balance Conundrum
As the hotel industry strives to attract and retain talent, addressing the issue of work-life balance has become a pressing concern. Historically, many hotel jobs have been characterized by long hours, irregular shifts, and demanding workloads, often leading to burnout and high turnover rates.
To combat this challenge, some hotels are implementing policies and initiatives aimed at promoting a healthier work-life balance for their employees. This includes offering more flexible scheduling options, such as compressed workweeks, job sharing, or remote work arrangements where feasible. By providing greater flexibility, employees can better manage their personal and professional responsibilities, potentially improving job satisfaction and reducing burnout.
Additionally, hotels are investing in wellness programs and employee assistance resources to support the mental and physical well-being of their staff. These initiatives may include on-site counseling services, fitness facilities, stress management workshops, and access to mental health resources.
Furthermore, some hotels are reevaluating their organizational cultures to foster a more supportive and inclusive environment. This involves promoting open communication channels, encouraging work-life integration, and fostering a sense of community and belonging among employees.
However, addressing the work-life balance conundrum is not without its challenges. The nature of the hospitality industry often requires round-the-clock operations, making it difficult to accommodate flexible schedules for all positions. Additionally, implementing wellness programs and cultural shifts can be resource-intensive and may require significant buy-in from leadership and stakeholders.
Despite these challenges, prioritizing work-life balance is becoming increasingly crucial for hotels seeking to attract and retain top talent in a competitive labor market. By demonstrating a commitment to employee well-being and work-life integration, hotels can differentiate themselves as desirable employers and foster a more engaged, productive, and loyal workforce.
Source: Quartz