By DAVID EISEN
T
hree years since COVID and the nation ’ s hotels still can ’ t find enough people to operate its hotels . It ’ s been a recurring theme and one that has yet to abate despite hotel owners , operators and brands best efforts .
“ It ’ s not turnover , it ’ s getting bodies through the door ,” said Julie Arrowsmith , president & interim CEO of G6 Hospitality , which includes the Motel 6 and Studio 6 brands , speaking on a panel of executives during The Lodging Conference , at the JW Marriott Phoenix Desert Ridge .
Twelve percent of positions at Sonesta International Hotels still need to be filled , said Sonesta CEO John Murray .
Aimbridge Hospitality , the largest thirdparty management company in the world , has turned to things like spot / daily pay to help retain employees and has paid out to date some $ 25 million by it . More than 70,000 of its associates take advantage of it , said Mark Tamis , global president at Aimbridge Hospitality .
For hotel employees , wages have not been an issue . In fact , according to data from CBRE , wage increases have exceeded RevPAR growth . With wages table stakes , hoteliers have turned to technology and adapting to employee wants and needs . One of the biggest desires : scheduling flexibility . And in the gig economy , this is a must , especially if hotels want to directly hire and employ workers in lieu of contract workers , which are considerably more expensive and less inclined to buy into a property or brand ’ s culture .
Aimbridge employees can schedule their shifts through an app and even trade shifts with colleagues . It ’ s the same at Highgate , said its CEO Arash Azarbarzin , where hotel employees use a payroll app to trade shifts and do their own scheduling on the spot .
In today ’ s hotel operations , the power lies with workers and the impetus is on employers to provide the necessary technology for them to fulfill their whims . If these measures aren ’ t in place , argued
Tamis , “ It ’ s why people leave our industry .”
Despite the labor headwinds , there has , perhaps , been no better time for those to enter the workforce . Hospitality is one of the few industries where a college degree is not a prerequisite for joining the C-suite . Dishwasher to CEO is not outlandish .
“ It ’ s one of the most dynamic times to enter this industry ,” said Jay Shah , executive chairman of Hersha Hospitality Trust . “ An opportunity to jump into a role and move on up ,” added G6 ’ s Arrowsmith .
Highgate ’ s Azarbarzin put it succinctly : “ You don ’ t need a PhD . Just work hard .”
Though labor continues to hound hoteliers , the situation is improving , noted both Shah —“ The number of open positions have come down significantly ”— and Tamis —“ The numbers are getting better ,” he said .
Of course , according to some , there is always a labor problem . “ General managers always say they are understaffed , anyway ,” said Sonesta ’ s Murray .
The View from the Top panel at The Lodging Conference . From left : Julie Arrowsmith , president & interim CEO , G6 Hospitality ; Arash Azarbarzin , CEO and principal , Highgate ; John Murray , president & CEO , Sonesta ; Jay Shah , executive chairman , Hersha Hospitality Trust ; Mark Tamis , global president , Aimbridge Hospitality ; and Chip Rogers , president & CEO , AHLA .
October 2023 hotelsmag . com 9