Hotel Industry: Talent Management Strategies in 2015

Talent management will be the key to success for UK hoteliers in 2015. How serious will the expected talent squeeze be in 2015? What talent management strategies are leading hoteliers deploying? – an extract from 2015 Strategic Yearbook.

With talent management firmly on the 2015 agenda, how do leaders intend to develop their talent management strategy?

The job market is changing, and hoteliers without workforce planning strategies in place will lose out. So, what are leading hoteliers doing to achieve a competitive edge with talent management?

Conor O’Donovan, CEO, Sefton Park Hotel
Talent management will be absolutely crucial in 2015! We want to attract great talent and retain it.

Nobody stays in jobs forever any more, and I believe that moving on every three to four years is an important part of developing both your skills set and your overall personal development.

It is therefore more important than ever that talent is nurtured at all levels in the organisation and that hoteliers have plans in place for every member of staff to help them grow and develop. Once they know that the business is investing in them, they will go the extra mile for the business. In turn, this enhances the overall guest experience, resulting in the business becoming more successful and putting it on a firm footing for growth.

Peter Sangster, GM, Mercure Ardoe House Hotel and Spa
Nourishing talent is massively important, but it’s not easy and I think it will get more difficult in 2015.

We are fortunate to have the Accor brand behind us which provides a great platform, but being able to attract the right calibre of people and keep them engaged and motivated with a clear succession plan in place is challenging.

On a local level we have to overcome the understandable pull of the oil and gas sector when trying to encourage young people to join the industry … undoubtedly the stigma around long hours and low pay still exists.


Richard Moore, Area VP, UK & Ireland, Rezidor Hotel Group
Talent management is key for us in 2015. First and foremost, we are a people business and we recognise that it is our staff and not the bricks and mortar that will set our brands apart from the competition. With that in mind, one of the key pillars of our 4D strategy is Developing Talent and we continue to invest heavily in creating a team that can deliver memorable experiences for our guests, creating emotional attachments and reasons for them to return again and again.

As the economy continues to strengthen, there is a battle for talent in the marketplace, and we want to be an employer of first choice for talented individuals.

David Vaughton, Director of Venues, EEF Venues
Companies’ appetite for investing in talent and succession building will grow as recruitment of skilled candidates becomes more difficult in a stronger jobs market.

We will continue to operate our internal rewards and recognition scheme and our staff appraisal scheme, Inspiring Performance. We use this to set goals linked directly to our business objectives for staff at all levels – this includes everything from excellence in customer service to people development and leadership skills.

This focus on mentoring and developing has resulted in a loyal and motivated team, many of whom have been with us for over ten years. Our existing management team has been in place since 2005. In 2015, we will be placing an emphasis on succession building…

READ THE REST OF THIS ARTICLE … An extract from 2015 Strategic Yearbook

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