Considering the cost of hiring and training of hospitality talent, attracting and retaining them is one of the biggest investments hospitality companies can make. So what strategies are useful in aligning industry opportunities with those of young professionals and making hospitality an appealing career option for young professionals?
We recently heard from a panel of hospitality executives about what their organisations are doing to engage and inspire the next generation of hospitality managers. They also shared insights for growing a pipeline of diverse, multi-generational hospitality leaders and investors.
Strong internship programmes recruit talent
Ana Guerrero, director of finance and accounting at the New York Marriott Downtown, said, “We need to start treating entry-level jobs in hospitality as a stepping-stone into what can create the base for somebody to be successful within their hospitality career.” She also noted that on-the-job learning is fundamental to an individual’s success in this industry, which is why Marriott has implemented an internship program aimed at growing its own talent.
Sophy Martorell, global real estate client relationship manager for the Bank of New York, noted the value of good internship programs, citing personal experience with Marriott’s program. She said that Marriott operates a solid internship program designed to grow a pipeline of young professionals from within, noting that it hires interns for the summer months, then offers them a placement upon graduation.
The value of operational experience
Juliette Imhof, vice president of Development at the Ace Hotel Group, noted that people with hospitality operational experience or property experience have the most valuable perspectives from a development point of view. Experience in operations is the difference between having an opinion on where a door or restaurant should be and having an informed point of view.
Guerrero doesn’t regret time spent in operations, saying it taught her how to be agile and a team leader able to communicate with many different types of people at the same time. While there are programs that put new recruits directly in management positions, she recommends spending some time in operations, even if it’s just a summer internship. “As a manager, you’re in a role where you have to tell people what to do, and it’s nice to know how that’s done.”
Guerrero said it also gave her confidence to communicate better with guests. When she started in reservations, she said she was “terrified to answer the phone, because speaking with somebody in person is very different than picking up the phone and trying to understand what somebody is saying when English is not your first language.”
“I think the best way to know what you want is to know what you don’t want,” said Martorell, suggesting that having an array of experiences builds a foundation from which to figure out where you want your career to go.
Aligning operations with work ethics of today’s youth
Guerrero said that Marriott has implemented strategies to align with the work values of Gen Zs and Millennials, which value purpose-based jobs, work-life balance, flexible schedules, and wellness in the workplace. While hospitality operations is a 24-7 environment, she said that Marriott offers operational managers a four-day workweek, at least at her property, and depending on their role, some employees can work from home a few days a week.
“But I feel like right now that it's an important moment to really focus on other areas to attract talent,” Guerreo continued. She said, for example, that one of her interns was very passionate about sustainability. “Unfortunately, we lost that talent because our company wasn’t moving toward sustainability fast enough, so we didn’t align with her career goals, Guerrero said, noting this inspired her to roll out a sustainability program at her hotel to show that “we are thinking of all these other areas that impact the personal growth of talent.”
“From the perspective of someone like me, who went through an analyst training program and did a hospitality internship, values and purpose are super important,” added Martorell, noting that this was a determining factor in where she chose to work. “Providing opportunities for them to grow and implement new strategies and new ways of working is super important,” she continued, noting that the hospitality industry needs to be more open to change so talented people don’t feel like they’re not a good fit and leave.
Imhof said Ace cultivates a culture of inclusivity and support for the local arts in neighborhoods where its hotels are located. “We’ve always been clear-eyed that people don't want to be front desk agents forever,” she said. “They have interests outside of work and maybe passions or pursuits that they're trying to balance with making an income, and often those things are in the arts or in creative endeavors,” Imhof added, suggesting that approaching projects by exploring the arts and culture around the neighborhood comes through in the product. “I think that draws individuals to our brand and becomes our brand, because that's the people behind the desk,” Imhof continued.
Role of AI in recruiting and retaining talent
Technology also is essential to attracting and retaining young talent. Martorell noted that there is a move to AI in hospitality, and it is replacing entry-level roles. “That's kind of scaring recent graduates, she said, but noted that it is also providing new recruits opportunities. For example, her bank created an Al chat box that is being used to train employees on AI, including how to use the avatar and chat box based on each employee’s particular role/
Guerrero noted that the hospitality industry has always been slow to adopt technology but now realises the value in embracing it and is investing heavily in technology, especially AI. “The key right now for anybody growing their career or entering the hospitality industry is to really understand how to leverage AI and technology to their advantage,” she advised, noting that it can save a lot of time for mundane tasks.
Imhof has witnessed AI’s potential for improving the ability of people who have English as their second or third language to communicate more effectively. “They might have a finance background and have a really good grasp of the business model and hospitality but have difficulty crafting emails, which is critical to advancement to an executive level,” she explained. “AI has been really helpful for them to rise to that performance level, as it supplements their skill set.”
Guerrero stressed, however, that human interaction and relationships are still core to hospitality. People send most of their time focused on their families or jobs, so when traveling they want to feel human warmth and experiences, she suggested. She noted, however, that technology frees up hotel employees to interact on a personal level with guests and communicate with them more effectively by having information at their fingertips.
The importance of mentors and sponsors
Guerrero also discussed the importance of mentorship and sponsorship. “I think it's pivotal to have somebody to support you. “I feel like in any area where you fall, you always need somebody to say your name in a room when you're not there,” she continued. “Just having that support for me was pivotal in my career and where I am today. And keeping those connections close to you and making more connections as you must move forward in your career is essential.”
Guerrero also noted the importance for people like her to pay it forward. “I had people that were pivotal in my career, and I want to be that for somebody else,”
Martorell emphasised the differences between sponsorship and mentorship. “A sponsor is someone that can speak for you when you're not around and is on a leadership level. A mentor is someone that can also support you but may be a peer,” she said, noting that an entry-level professional may have both at that same time or the sponsor and mentor might be the same person.
“I feel like mentorships can feel a bit forced,” Martorell said. “If you don't have a relationship with that person, you're not going to feel comfortable telling them how you're feeling or what you want to do in your career,” she continued. A formalised approach is good in theory and may be a stepping-stone, but I think that the best mentorships and sponsors come naturally through working together.
Guerrero pointed out that entry-level professionals also need to put in the work to find a mentor that meets their needs. She noted that Marriott in New York has a mentorship program that pairs young managers with senior managers. Guerrero suggested that the program would be stronger if the approach had more of a networking theme that naturally pairs junior and senior managers, who click through back-and-forth interactions.
The bigger picture is about your community and network, because often that mentor or sponsor causes you to change your career path, which changes your life, Imhof added, noting that she originally moved to New York City to become an event planner. She noted that young people often become overly focused on what they think they want to do and overlook opportunities and exposure to things outside of that.
“As you get older, you will understand that lots of different backgrounds and careers are relevant to your path. So a broad community and network and maintaining those relationships is really critical, especially as you progress in your career,” Imhof said.