is a highly experienced visionary luxury hotelier with a career spanning 36 years, having worked for several major groups such as , , , , . In an exlusive interview, he shares his insights on luxury hospitality.
“WAR ON TALENT”
I believe hospitality needs to move forward and adapt/ change archaic human resource structures.
I recall one of the legendary hotel CEOs, who raised his concerns already 30 years ago: “hotel business will suffer and hotels will close in the future, not because there are no guests, but because there are no people to serve them”.
In a world at war for talent, the power of people has never been more important, but hospitality is slowly losing that war, strangled by hierarchies, traditions/ norms and an adversity to risk.
HOW DO YOU APPROACH THE PROBLEM ON THE “WAR OF TALENT?
It requires a clear vision of how you want to build a team. I approach this with a strong mix of very seasoned, experienced hoteliers in core functions like finance, facilities and commercial, to people, who have never worked in hotels to bring a new energy and mind-set.
Employees and guests alike want to be inspired and connected in an electric & eclectic environment and this comes down to an engaged team.
All bets are off, from giving massively experienced and talented retired people a new shot, very young talents a chance to show what they’ve got, sports people, bar people, food people, fashionistas, artists, influencers.
It is about assembling an all-star cast of extraordinary people.
CREATIVITY THRIVES IN FLEXIBLE ENVIRONMENTS
Truly creative types aren’t naturally drawn to our industry, as they fear having their wings clipped or being trapped in rigid traditions and exposed to constant pressure. Fear is the mind-killer, the enemy of creativity.
They also may not be so good on reports & procedures, but your guests find what they do refreshing, they love the engagement, the energy and the ideas.
We all can play a little role to change and support this, ushering in the era of flat hierarchies, alternative schedules, freedom & flexibility, cross-functional brainstorming and creative thinking.
There are quite a few companies who are adjusting to the new norm and pushing hard to make a difference. One good example, which really impressed me, is a leading luxury hotel company, which promoted one of the operational GM/VPs to their Chief People Officer. This grass root approach will definitely make a positive impact with the people on the ground.
In the Middle East for example, especially Saudi Arabia, the potential is huge with so many new and incredible properties coming up. Their teams don’t have to repeat the tired old ways of hospitality. They can make it interesting again for people to get passionate about hospitality, but it takes vision and the courage to take a step into the unknown.
DON’T STIFLE CREATIVE TALENT WITH BRAND GUIDELINES
Every hotel wants creative people, but once on board they stifle them in layers of reporting, brand guidelines and chains of command.
Hire freethinkers to create guest experiences. What makes a hotel different from its competitors are its people and that is what guests will remember.
It’s about gathering a true community of creatives, freethinkers & the wild at heart, provoking conversations, imagination and culture.
Breaking this mould of conventions will set you apart from the competition, create a strong desire for your brand and ultimately result in a very successful business, which will please even the most conservative stakeholders.
EDGE OVER EXPERIENCE
Securing the right people to run a hotel is no mean feat, particularly in today’s competitive environment. There is no “special formula” and “the right people” aren’t always the most experienced.
WHAT IS THE KEY TO ACHIEVING EXTRAORDINARY SERVICE?
You’ve been to the best hotels in the world. Your wine cellar is stacked. You are used to prompt, formal service. What can a hotel give you that would really impress or better still surprise you? Honestly, not a lot.
While a new generation of travellers is prioritizing experiential and lifestyle-led travel itineraries, the focus of travel is still the same as it was 20 years ago.
The core of a meaningful travel experience is the human engagements you encounter during the journey, which can be achieved by creating a kind of “talk-to-people” place, which is a breath of fresh air for the progressive, well-heeled traveller.
Therefore for me personally it always has been important to celebrate & feel the new culture you are placed in and not just blend in, but also forge true and authentic connections.
This can only happen when team members see eye to eye with our guests and have a keen understanding of their needs and wants.
The old-school approach to developing a subservient form of service is no longer relevant and we need to do away with hierarchical structures and rigid rules.
People enjoy working in an environment where they won’t lose their sense of self-worth and identity and are able to perform at their optimal level.
Rather than just focusing on a hotel’s “hardware” (the nuts and bolts of what it takes to operate a five-star hotel, which are more or less the threshold for any high-end hotel), we have to be obsessed over the “software” a.k.a. the staff and pair it with a sprinkle of glamour & flair that’s both surprising and provoking.
That might sound crazy & controversial, but what a way to get people to put away their cellphones and start talking to strangers again. That’s HOSPITALITY.
PASSION
My hobby is photography and I like to explore the offbeat areas in the cities/destinations I live with my camera, these are the places where I discover the most about the country, the people, the culture and the history.
Robert Hauck, luxury hotelier
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