“ No longer are people lining up to ‘ convince ’ employers to choose them for a job . The expectation is that companies should be convincing them why they are the employer of choice .”
— Jasmine Takeshita , Director of Talent Acquisition , San Manuel Band of Mission Indians
be open every night , or they won ’ t be open for lunch or dinner because of staffing issues ,” says Nicholson . Some hotels are increasingly opting out of daily changeovers , unless guests ask for them . “ Technology is going to be a part of the solution , but it ’ s out of necessity more than out of not wanting to hire people .”
Right-sizing or downsizing can only go so far in a high-touch , personal business like hospitality . For example , last year Hard Rock International announced it would invest more than $ 100 million in raises for some 10,000 non-tipped workers , hiking the minimum starting salary from $ 18 to $ 21 an hour . Foxwoods did the same in 2020 , raising its hourly minimum wage from $ 10.50 to $ 14.50 ( Connecticut will increase the state minimum wage to $ 15 this summer ).
In any case , workforce cuts can ’ t come at the cost of quality service , customer satisfaction — or just as importantly , employee morale . When layoffs are in the air , productivity drops , and those who survive the cuts may look to get out before they , too , are fired . It ’ s no fun to be considered and actually labeled “ non-essential .” A 2022 article in the Harvard Business Review stated that “ the short-term cost savings provided by a layoff are overshadowed by bad publicity , loss of ( institutional ) knowledge , weakened engagement , higher voluntary turnover and lower innovation — all of which hurt profits in the long run .”
For example , Houston billionaire and casino owner Tilman Fertitta laid off 45,000 people at the start of the pandemic . “ You ’ re doing the people a favor if you get them furloughed first , because you have them first to ( the ) unemployment line after the severance that you give them ,” Fertitta said at the time . “ It ’ s a trick that I learned many years ago .”
Nathan disagrees . “ Don ’ t underestimate the damage done by mass layoffs ,” he says . During Covid-19 , “ that experience shattered everyone ’ s sense of security , and it ’ s difficult to get back .”
Google found that “ psychological safety ” and trust in the employer enable teams to achieve top performance and buy into innovations and even cost-cutting measures that help everyone prosper in the end . Of course , earlier this year , Google laid off about 12,000 people , or 6 percent of its global workforce . Microsoft , Amazon , Apple and Meta also made big job cuts .
A Deeper Dive
Retention and engagement “ can be the best long-term investment , resulting in business optimization and cost containment ,” says Jasmine Takeshita , director of talent acquisition for the San Manuel Band of Mission Indians , which operates the Yaamava ’ Resort & Casino in Southern California . The resort , which recently completed a $ 760 million expansion , pays a minimum $ 15 per hour for maintenance positions all the way up to $ 86,000 per year for managers . Thanks in part to a strong benefits package , workers give the employer a 4.1 out of 5 rating on Glassdoor .
“ No longer are people lining up to ‘ convince ’ employers to choose them for a job ,” says Takeshita . “ In fact , the expectation is that companies should be convincing the community why they are the employer of choice .”
When demand for labor is high , those who are unhappy no longer need to stick around — they can shop for a higher rate , a better schedule or flex time , which may be especially important to working parents .
While the popular narrative holds that younger workers aren ’ t going to rise through the ranks at one company , Takeshita contends that most job-seekers “ are willing to follow a traditional employment track . The difference now is that it ’ s taking longer for the new job-seeking community to identify their desired track or the company they want to build with . This is where employers can do a better job in showing them opportunities for growth and development and help them find that oppor-
“ People want to be treated fairly and with respect . When they ’ re not , word spreads and recruitment becomes more difficult .”
— Arte Nathan , President and COO , Strategic Development Worldwide
MAY 2023 www . ggbmagazine . com 25