Author: Katherine Wyles

The Taylor Swift Effect:  Taylor Swift’s Eras World Tour and its Impact on the Hospitality Industry

Posted on by Katherine Wyles

As the UK & Ireland prepares for Taylor Swift’s highly anticipated ‘The Eras Tour’, excitement is building not only among fans but also within the hospitality industry. The tour, which has already achieved phenomenal success globally, is set to bring a significant economic uplift to the cities graced by the pop icon’s presence. This article explores the impact of the tour on the hospitality industry, highlights innovative business strategies that have emerged, looks at some instances where fan exploitation may have occurred, and offers insights into how the industry can harness the positive potential of such mega-events. 

The “Swiftonomics”of ‘The Eras Tour’
Taylor Swift’s ‘The Eras Tour’ has been a business phenomenon, with its ripple effects extending far beyond concert venues. As the tour weaves across the UK, beginning in Edinburgh and culminating at London’s iconic Wembley Stadium, it brings a wave of economic benefits. Hotels, restaurants, and local businesses are poised to experience a surge in patronage, with fans, affectionately known as Swifties, travelling from near and far to witness their beloved star in person. Barclays have noted that the UK is set to see a £1.2B bounce from the 15 concerts. 

While these ‘swiftonomics’ also cover a boost to retail, the majority of revenue will be going towards hospitality and tourism. The latest figures from STR suggest that Occupancy on the Books for June in the host cities of Edinburgh, Liverpool, Cardiff, and Dublin are all at least 10% ahead of this time last year. London, always more resistant to mega events due to a much larger supply, is also seeing a double digit difference for the concerts in August. Some hotel chains, such as Whitbread’s Premier Inn chain, have been completely sold out since the tour was first announced. In North America, hotels in the cities of Atlanta, Chicago, Detroit, Pittsburgh, and Cincinnati hotels saw an average uptick in ADR of 71% between 2022 and the U.S. Leg of The Eras tour in 2023. 

Swift Leverage
Businesses have been quick to adapt to the influx of Swifties, implementing creative strategies to attract increased business. For example, retailers have stocked up on Swift-inspired apparel in response to reports that one in five ticket holders would purchase new outfits specifically for the concerts . Restaurants have crafted special menus and cocktails named after Swift’s hit songs, turning ordinary dining experiences into celebrations of her music. 

Hotels have introduced themed packages, like Royal Champagne Hotel and Spa’s exclusive ‘Champagne Solution’, named after a song on Taylor’s latest album and designed to appeal to Swifties who may wish to follow Taylor’s lead, and find solace in high-end bubbles after heartbreak.  Likewise, a bakery in Paris is being inundated with special orders of “Taylor Swift on a stage with a microphone in fondant, Taylor Swift riding a unicorn, and cakes with her face on them …”. Liverpool has taken this creativity a step further as the whole city transforms itself into a Taylor Town Trail with art installations representing each Era set to be placed across the city centre as Anfield hosts three concerts in June. These creative efforts not only attract more business but also enhance the overall concert-going experience for fans. 

Employee Engagement
Much of Taylor Swift’s stock with her loyal fans has been built through a long term emotional connection. Her music and her interactions with fans has connected with fans who trust her so much that many re-purchased almost identical recordings of albums they already had, in order to support her in her battle with the owners of her original recordings. Hospitality businesses can further enhance customer experiences by leveraging their employees, many of whom may be huge fans, to offer some real authenticity to their guest offering.  

Communicating with your team and empowering employees to engage with guests about Taylor Swift’s music, tour dates and related local events could make interactions more engaging for guests and fans. If appropriate, employees could wear themed attire or participate in Swift-related activities, creating a festive and welcoming atmosphere. In hotels, concierge services may want to brush up on their pop culture and could offer personalised recommendations for local attractions or Swift-themed experiences, to ensure visitors make the most of their stay. 

A Reputation at Risk
Despite the successes, there have been instances where businesses have damaged their reputations by exploiting fan enthusiasm. The most notable example is the Ticketmaster fiasco, where fans faced a chaotic and frustrating ticket-buying experience, leading to public outcry and a tarnished reputation for the ticketing giant.  

In some cities, hotels dramatically increased room rates once tour dates were announced, resulting in backlash on social media. Hotel prices in Sydney and Melbourne in the week of concerts averaged nearly double the price of the next week. In Dublin, hotel prices are nearly triple what they are when the Taylor Swift tour isn’t in town. While this is likely the result of dynamic pricing and very normal in the industry, it has sparked widespread frustration among fans. Such opportunism can backfire, damaging the long-term reputation of these establishments. 

Lessons Learned
The ‘Eras Tour’ offers valuable lessons for the hospitality industry. It underscores the importance of preparedness for handling large-scale events and the need for innovation in customer engagement. Businesses that strike a delicate balance between capitalising on the opportunity and respecting the consumer by investing in their experience, will likely reap long term rewards. By fostering a positive environment and creating memorable experiences, hospitality businesses can ensure that the ‘Taylor Swift Effect’ translates into long-term loyalty and not just a fleeting ‘Love Story’. 

Fair Pricing Strategies
Businesses should balance capitalising on increased demand with maintaining fair pricing. Overcharging can lead to negative reviews and long-term reputational damage. Offering value-added packages that justify higher rates without seeming exploitative is a better approach. 

Creating Unique Experiences
Fans appreciate creative and thoughtful touches. Developing themed packages, limited-time offerings or in-room amenities that celebrate the event can enhance the customer experience and generate positive word-of-mouth.  

Employee Engagement
Leveraging enthusiastic employees to enhance the customer experience can be highly effective. Empowering the team to be knowledgeable and engaging with Swifties while incorporating themed attire or activities can create a memorable atmosphere. Concierge services offering personalised recommendations can further enrich guest experiences. 

Engagement and Transparency
Engaging with fans on social media and through direct communication can build a positive relationship. Transparency about pricing and availability prevents misunderstandings and builds trust. Responding to feedback, both positive and negative, shows that a business values its customers. 

Collaborations
Partnering with local businesses can create more comprehensive and attractive packages for visitors. Collaborations with transportation services, local attractions, and merchandise vendors can enhance the overall experience for fans. 

Taylor Swift’s ‘The Eras Tour’ has highlighted the tremendous potential for economic uplift and innovative strategies within the hospitality industry. By learning from both the successes and missteps associated with the tour, businesses can better prepare for future large-scale events.  

The Hospitality People Group, remains dedicated to exploring all facets of the hospitality industry to provide relevant insights and support our clients’ people strategies. This commitment ensures that businesses can harness opportunities like the ‘Eras Tour’ to create lasting value and positive experiences for their customers. 

 If you would like to discuss your people strategy further, then please get in touch. 

Chris Denison Smith, Managing Director – FM Recruitment 
+44 20 8 600 1160 / +44 7775 711923
chrisdenisonsmith@fmrecruitment.co.uk  

Andrea Shaw, Director – FM Recruitment 
+44 20 8 600 1160 / +44 7714 236469 
andreashaw@fmrecruitment.co.uk 

Taylor Swift – Image Courtesy of Paolo Villanueva

Insights from the Caribbean Hotel & Resort Investment Summit (CHRIS)

Posted on by Katherine Wyles

The Caribbean Hotel & Resort Investment Summit (CHRIS), held last week in Florida, brought together industry leaders from around the world, including our very own Andrea Shaw and Dan Akhtar, to discuss the evolving landscape of the Caribbean hospitality sector.  

Drawing from their experience of attending, we’re pleased to share our insights and takeaways into the current trends, investment dynamics, and strategic shifts affecting the region’s hotel industry.  

Evolution of All-Inclusive Resorts
One of the standout themes of CHRIS was the transformation of the all-inclusive resort model. Historically viewed through a perception of attracting a mass market and delivering a low-quality experience, all-inclusive resorts in the Caribbean are reinventing themselves.  

Dan and Andrea were delighted to reconnect with Gebhard Rainer, CEO of Sandals, during the conference. HPG has partnered with Gebhard for many years, and placed Gebhard in his current role at Sandals. We were delighted to hear his thoughts on the luxury all-inclusive sector that Sandals have dominated for so long.  

Gebhard emphasised that continuing to create emotional, and more personalised experiences, becoming more essential to today’s customers. He also noted that luxury properties will need to continue to innovate and evolve in order to inspire and capture the attention of luxury consumers. 

Dan Akhtar notes there is a significant shift in how these properties are perceived and operated: “All-inclusive used to have a bit of a bad reputation… it was encouraging to hear a lot of talk about elevating that reputation, with big-name global brands, using an authentic experiential-led approach, currently building a pipeline to becoming more active in the all-inclusive space.“  

This shift has partly been driven by the changing demographics of travellers, particularly younger generations who prioritise wellness and quality experiences over traditional vacation excesses. 

The new all-inclusive resorts are focusing on wellness, adventure, and quality services. Andrea Shaw elaborates, “This more wellness-conscious, health-conscious client coming through doesn’t want to gorge all day; actually, they want to look at different adventures and experience-led breaks.” Luxury within these settings is being redefined—luxury can mean sustainable cocktails on the beach or sports like pickleball (there was a lot of talk about the pickleball revolution), complete with high-end amenities like fresh towels, water, and fruit drinks, even at the game courts. 

The Rise of Branded Residences
Another significant trend discussed at the summit was the emergence of branded residences. These developments, where hotel brands offer residential properties, combine the comfort of private homes with the luxury services of hotels. Dan notes the prevalence of this trend, highlighting its benefits for funding hotel projects while providing the security and consistency of a quality well-known brand for its residents. This model not only enhances the allure of the properties but also provides a stable financial model through the sale of residences.  

Market Dynamics and Investment Opportunities
The discussions at CHRIS also shed light on the primary markets and investment opportunities in the Caribbean. Andrea notes statistics indicating robust engagement from U.S. travellers, with about 16 million stayovers recorded last year. The summit also addressed the significant potential of the Spanish-speaking market, which remains largely untapped in the Eastern Caribbean due to language preferences. Andrea shared insights into market preferences: “The Spanish-speaking market is huge, but understandably, they have a strong preference to go to where Spanish-speaking people are.” 

This comfort of language and familiarity plays a crucial role in attracting tourists, making regions where Spanish or English are spoken more attractive to respective demographics. This understanding is vital for developers looking to maximise the appeal of new projects. 

Sustainability – Untapped Opportunity?
The topic of sustainability at this conference revealed a stark contrast to its European counterparts in recent years. The discussions around environmentally responsible tourism were notably subdued, with little emphasis on the ESG (Environmental, Social, and Governance) principles that have become pervasive at European conferences.  

As global travellers become increasingly environmentally conscious, the demand for eco-friendly accommodations is likely to rise, providing a competitive edge to those who proactively embrace sustainability. This seemingly lack of focus on sustainability in the Caribbean at present indicates a significant opportunity for the future.  

As a major brand in the region, Club Med has a well-established ESG-focused approach, so there is a clear pathway for other brands and resorts to follow suit.  It will be interesting to see how this unfolds over the next decade, as more properties may seek to differentiate themselves by integrating sustainable practices into their operations which will also likely have a significant impact on the investment landscape. 

Financial Strategies and Consumer Behaviour
Financial strategies and consumer behaviour were also key discussion points, particularly in light of the changing economic landscape post-pandemic.  

Andrea relays the various perspectives on payment options that emerged during one panel, including the growing availability of instalment payments: “Some companies are offering these options because they can better forecast cash flow, yet others prefer to be paid upfront.” Dan adds “The regional hoteliers acknowledge they are competing on the global stage and the need to deliver value to customers, or otherwise risk losing business to other regions”. 

Ultimately, this reflects a broader trend towards accommodating consumer preferences for more flexible payment methods, aligning with global shifts towards financial inclusivity as well as personalising experiences to individual needs. 

These personalised experiences and individual needs have been well catered for at the luxury Sandals Resorts International, the homegrown trailblazer in this region for luxury all-inclusive offerings that now boasts 20 properties across 10 islands in the Caribbean.  

Challenges in Recruitment and Retention
Like in much of the global hospitality industry, recruitment and retention are also a critical area for the Caribbean hospitality industry. The summit included discussions on training and developing employees from within, indicating a high-level focus on enhancing employee engagement and loyalty. However, Andrea highlighted the need for more substantial efforts in this area: “Despite the massive challenges and direct impact this can have on the customer experiences, it wasn’t a huge talking point and it was kept very high level.” 

Local Collaboration and Infrastructure Challenges
A significant portion of the summit was dedicated to addressing operational challenges, such as airlift accessibility and local procurement. Dan reports that there was the importance of collaboration among local businesses to improve efficiency and sustainability: “Managing utilities and food, working with local growers, and trying to get the companies to work together to create a more collaborative community will help secure a more stable and resilient local economy“ 

These discussions underscore the necessity of integrated approaches to tourism development, where infrastructure and hotel operations are cohesively managed. This in turn may also help impact some of the challenges in terms of recruitment and retention. 

Political Stability as an Investment Attractor
Finally, the political neutrality of the Caribbean was emphasised as a key factor in its appeal as an investment destination. While the region is always at risk during hurricane season, in a world where geopolitical is affecting travel decisions, the Caribbean’s political stability makes it a safe choice for investors. Andrea articulates this advantage: “Whatever’s happening in the world politically, people will still travel to the Caribbean because they’re not likely to be hindered by what’s happening in world politics.” 

Conclusion
The CHRIS summit offered rich insights into the Caribbean hotel investment landscape, highlighted by the evolving all-inclusive model, the rise of branded residences, and the increasing opportunities for political sustainability.  

As the Caribbean hospitality sector continues to adapt to global trends and regional specifics, its potential for growth and innovation remains significant, making it an attractive arena for both seasoned and new investors.  

We hope that Andrea and Dan’s observations from the summit provide valuable perspectives for stakeholders considering investment in the region. If you would like to discuss any of the points raised, or indeed any element of your people strategy, please get in touch. 

Dan Akhtar, Managing Director – HPG Advisory Services 
+44 208 600 1166 / +44 7808 157796 
dan@hpgsearch.com  

Andrea Shaw, Director – FM Recruitment 
+44 20 8 600 1160 / +44 7714 236469 
andreashaw@fmrecruitment.co.uk  

 

Women in Hospitality: Paving the Road for Gender Equality and Inclusion

Posted on by Katherine Wyles

The hospitality industry is a vibrant and fundamental player in the global economy. Yet, despite its worldwide reach and potential for career growth, there persists an undeniable disparity in gender representation, particularly in leadership roles and pay equity.  

With technological advancements reshaping the way we work, we have an opportunity to make advancements in all areas, particularly in championing the cause of women in hospitality.  

Gender Equality – The Current State of Play
Celebrating women in hospitality is not merely a gesture of recognition but a crucial step toward achieving gender equality.  

A PWC report in 2020 revealed that among the lowest-paid 25% of positions across the hospitality, travel and leisure sector, 54% are held by women and of the highest-paid 25% of positions, 58% are held by men.  

This illustrates both the gender wage gap and the underrepresentation of women in the upper levels of the sector. 

The PWC report indicates that if the current rate of progress on closing the gender pay gap continues, it could take another two decades to achieve parity. This slow pace is unacceptable, risking the loss of invaluable talent and hindering performance.  

The gender pay gap in hospitality has widened, with the majority of board positions, which influence average pay, being held by men, despite women constituting 70% of the workforce. This imbalance is further exacerbated by high employee turnover and the prevalence of insecure, seasonal work, often occupied by women to fit around caring-at-home responsibilities. 

In 2022, women earned 17% less than men on average, a gap that is partly attributed to traditional patterns of women leaving the workforce during childbearing years, which affects continuity and contributes to lower wages.  

Despite efforts for equal pay, women lag in nearly every occupational category, with only 8.8% of Fortune 500 CEOs being female.  

Our Commitment to Gender Equality
At Hospitality People Group, we recognise that bridging this gap is not solely about promotion and remuneration but about fostering a supportive workplace culture where everyone can be empowered to realise their potential.  

This could entail providing flexible working options given the acceleration of technology and the increased ability to be connected while working remotely. This could be particularly hekplful to women as they return from parental leave or are navigating different life stages such as the menopause.  

By identifying and attracting the best talent and advocating for a diverse workforce, we can ensure that clients benefit from a wide array of perspectives, enriching the hospitality experience for all. 

We are committed to supporting women as they navigate the challenges of returning from maternity leave or caring for family members, while also aiding in rebuilding confidence and advocating for equitable practices among our clients. 

Andrea, Mara, and Tairona are all Founding Members of the “Inspiring Women in Hospitality” community, a platform that reflects a commitment to nurturing gender diversity and inclusion within the industry. Initially founded as podcast by Naureen Ahmed, the community has evolved and the Inspiring Community was launch in September last year.  

Naureen Ahmed joined us for a Success Story  during the month of International Women’s Day in March to share her insights on empowering women in hospitality. 

We are also proud sponsors of Boutique Hoteliers’ Women in Hotels brunch, taking place on International Women’s Day at art’otel London Battersea Power Station. 

How can Women in Hospitality be further supported?
Taking inspiration from the Inspiring Community we have summarised some of their key actionable recommendations below. 

  •  Fostering a Diverse Community 

To effectively confront gender bias, the hospitality industry must encourage the formation of communities that unite women from varied cultures, backgrounds, experiences, and age groups. This diversity can become a powerful force for change, as it brings a multitude of perspectives and solutions to the table, fostering a more inclusive atmosphere. 

  • Promotion of Gender Equality 

The industry should facilitate collaborations with women who are passionately working towards gender equality. Businesses can then help ensure that these discussions influence policy and practice at every level of operation. 

  • Professional Development Platforms 

Access to professional development platforms is crucial. The industry should provide spaces where women can enhance their skills and broaden their professional network. These platforms can serve as springboards for career advancement and personal growth, helping to break down the barriers that women face in the hospitality sector. 

  • Mentorship Opportunities

Mentorship is a key strategy for personal and professional development. The industry should encourage women to engage in mentorship roles within their peer groups, offering guidance, support, and encouragement to one another. This peer-to-peer mentorship can be a powerful catalyst for individual and collective progress. 

  •  Structured Career Discussions

Finally, structured career discussions, perhaps facilitated by industry specialists can provide direction and clarity for women forging their paths in hospitality. These sessions can help women identify career milestones and strategise on how to reach them, while also advocating for systemic changes that can pave the way for future generations of women in hospitality. 

Specialists in People Strategy
As specialists in people strategy, we recognise the importance of a diverse talent pool, and the impact of a workplace culture that supports it.  

This variety of perspectives, encompassing all genders and levels of seniority, is crucial for innovation and staying ahead in a competitive market.  

Offering flexible working arrangements and encouraging the option of shared parental leave could be game-changing ways to mitigate disparities, supporting women’s career continuity and contributing to a fairer and more inclusive workplace. 

The path to equality in hospitality is not easy, and it requires a concerted effort from all stakeholders. Celebrating women’s achievements, creating supportive workplace cultures, and leveraging technological advances for flexible work options could be key steps in the right direction.  

If you’d like to discuss how we support all people in the hospitality industry then please get in touch on +44 20 8600 1166 or via the below details.  

 Dan Akhtar, Managing Director – HPG Advisory Services
+44 208 600 1166 / +44 7808 157796
dan@hpgsearch.com  

Chris Denison Smith, Managing Director – FM Recruitment
+44 20 8600 1160 / +44 7775 711923
chrisdenisonsmith@fmrecruitment.co.uk   

Guy Lean, Managing Director – Madison Mayfair
+44 20 8 600 1180 / +44 7813 009787
guylean@madisonmayfair.com  

Andrea Shaw, Director – FM Recruitment
+44 20 8 600 1160 / +44 7714 236469
andreashaw@fmrecruitment.co.uk 

 

 

Success Story – In conversation with Naureen Ahmed

Posted on by Katherine Wyles

Naureen Ahmed is a seasoned hospitality professional, a fervent community builder, an engaging storyteller, and the visionary founder of ‘Inspiring Women in Hospitality’.  

With a life journey that saw her living in four different countries by the age of 10, Naureen’s path to the hospitality industry felt predestined. Her academic pursuits led her to the EHL Hospitality Business School in Lausanne, where she felt an immediate kinship with fellow students, each with their own unique stories. 

Embarking on her career with a position at the Landmark London Hotel, Naureen quickly embraced the operational aspects of hospitality, setting the stage for a significant tenure at STR. Over 12 years, she transitioned through roles from analyst to head of departments, playing a pivotal role in transforming STR into the recognised brand it is today. Naureen’s leadership style is marked by inclusivity and a focus on building multicultural team environments. 

Recognising the underrepresentation of women in hospitality, Naureen launched the ‘Inspiring Women in Hospitality’ podcast to amplify female voices and inspire change within the industry.  

Her efforts expanded in September 2023 with the creation of the Inspire Community, a platform designed to foster support among women through mentorship and career development discussions. 

Can you share a significant challenge you faced in your hospitality career and how you overcame it? 

Advocating women’s empowerment is something I deeply care about. For me personally, one of my biggest challenges in the earlier years of my career was centred on speaking too quietly. The belief that hard work alone would get me noticed was a notion I held too closely, only to realise it was far from effective. I had to practise raising my voice, which felt like shouting to me, but it was the only way others could finally hear me. 

It involved pushing myself out of my comfort zone, especially in meetings where I forced myself to speak up, to make sure I was noticed. I learned the hard way that visibility is crucial for career progression. Looking back, I see how I could have approached things differently, particularly in how I shared my achievements and successes during one-on-one meetings with my manager—a practice I really underestimated at the time. 

The process of becoming more vocal and ensuring my voice was heard has become much more natural over time, but it still feels like a work in progress. It still takes time and practice, and it’s not about waiting for the perfect moment to feel ready. You just have to do it. 

What inspired you to create the ‘Inspiring Women in Hospitality’ podcast, and what do you hope to achieve with it? 

The inspiration for creating the ‘Inspiring Women in Hospitality’ podcast stemmed from my years at STR, where I was fortunate enough to interact with a diverse array of companies and individuals across the global hospitality industry.  

Despite encountering many incredible women, I noticed a significant gap in visibility; the industry’s leadership was predominantly male. This observation sparked a real desire to amplify the stories of these women, to create a platform where our voices could be prominently heard and celebrated. 

The concept for the podcast had been brewing since 2019, but it was the onset of the COVID-19 Pandemic, with all of us confined to our homes and all using Zoom, that helped bring this idea to life. It began as a passion project, but quickly evolved, and I’m about to do my 200th interview! 

 

My goal was always to ensure that every story, regardless of the individual’s level of experience, is heard. I believe everyone has the capacity to inspire, and by sharing these diverse journeys, I hope to create a sense of community and connection.  

The podcast aims to resonate with listeners, helping them see that they are not alone in their challenges and aspirations. Ultimately, I seek to foster a reflective space where we can pause, listen, and draw inspiration from one another. 

With joy being a core value of yours, what have been the most fulfilling and joyful aspects of setting up the Inspire Community, and how do you ensure that this stays central to the values of the business? 

Joy is at the heart of everything I do with the Inspire Community. The greatest joy comes from creating spaces where women can come together, share, and support each other, whether online or in person. It’s deeply fulfilling to facilitate these nurturing environments where open, judgement-free conversations allow us to celebrate our successes and navigate our challenges together. 

Maintaining this atmosphere of joy, positivity, and communal uplift is fundamental. It’s about ensuring we progress as a community, fostering an inclusive space where everyone’s growth is intertwined with mutual support. This commitment to collective upliftment and optimism is what I continually aim to embed in the core values of the Inspire Community. 

In your experience, how does the gender disparity in leadership roles within the hospitality industry impact the work environment and team dynamics? 

I’ve been fortunate to work in environments where gender balance was more or less maintained, even finding myself in teams at STR where women outnumbered men. My teams have varied over the years, from being all men to a mix, and coincidentally, by the time I left it was a team of all women, not out of design but based on talent. Personally, my approach has always been to hire the best candidate, regardless of gender. 

However, looking at wider research and insights, it’s clear that opportunities aren’t equally distributed between genders, with bias—often unconscious—playing a significant role. My aim is to raise awareness, educate, and challenge potentially biased decisions to ensure a more even distribution of opportunities. 

An interesting statistic from my interviews is that 51% of the women I’ve spoken to have started their own businesses, choosing entrepreneurship over navigating the complexities of corporate work-life flexibility. This trend underscores a need for more inclusive conversations around work arrangements, not just for women but for all caregivers, encouraging a shift towards more flexible work environments for both parents. 

In advocating for gender balance, it’s crucial to involve men in these conversations too. I’ve met many men in the industry who are strong advocates for gender balance. It’s important to engage with them, learn from each other, and work collectively towards uplifting everyone, finding solutions that benefit all, not just a select few. 

How has your personal leadership style evolved as you’ve navigated through your career?

It’s a bit challenging to pinpoint this, but I’d say it comes down to two things. The first is that my leadership style is incredibly flexible, tailored to the person standing right in front of me. This realisation came from understanding that everyone I work with brings a different set of experiences, backgrounds, and motivations to the table, and my approach needs to adapt to meet those diverse needs. 

The second, and perhaps the most pivotal shift in my leadership, has been recognising the role of empathy. For the longest time, I didn’t openly attribute my success in leadership to being empathetic. It wasn’t something that was traditionally highlighted as a key trait for leaders. But over time, I’ve come to see that empathy is what truly defines me as a leader. It’s allowed me to listen more intently, create a supportive space for my team, and understand their unique needs and motivations. This deep level of understanding has been crucial in helping each member of my team grow and develop in the direction they aspire to. 

What are the most significant challenges that women face in the hospitality industry today, and how does your platform aim to address these issues? 

We’ve all heard of the “old boys’ club” – a network that, frankly, doesn’t exist in the same form for women. At the same time, I’ve come across too many stories of women competing against each other due to the scarcity of leadership roles. This counterproductive mindset needs to change, and that’s where my platform steps in. We’re here to create a foundation for strong bonds and mutual support, to counteract these outdated dynamics. 

The community we’re building is not just about making connections; it’s a space for learning from one another. Each month, we delve into topics aimed at career development, offering practical insights that members can apply directly.  

Furthermore, recognising the gap in mentorship opportunities for women, we’ve initiated mentor matching to make these crucial relationships more accessible. It’s become clear to me that women often don’t have the same networking opportunities as men, especially those who juggle their careers with primary caregiving responsibilities. This limitation often restricts their ability to attend events and conferences, which are traditional networking avenues. 

By creating this community, we’re breaking down the barriers to networking and mentorship. We’re addressing challenges like building your profile and networking, both of which are essential for career advancement. Yet, it’s not just about what we can do individually; organisations also play a crucial role. They need to cultivate more inclusive cultures where everyone feels comfortable speaking up and sharing their ideas. If the environment doesn’t support openness, progress for anyone is stifled. 

This need for cultural change in the industry also ties into the broader issue of showcasing the diverse career paths within hospitality. Part of my motivation for the podcast was to highlight these opportunities, to show that there’s so much more to the industry than is commonly perceived.  

Organisations need to do a better job of marketing themselves as desirable places to work, focusing not just on customer satisfaction but also on being employee-centric. It’s about making the industry attractive to potential talent, and addressing the labour shortages by showcasing the variety and richness of careers available in hospitality. 

Looking ahead, what changes do you hope to see in the hospitality industry regarding gender balance and inclusion, and what role do you see the Inspire Community playing in this transformation? 

While some organisations and regions, not just in hospitality, have adopted quotas as a means to ensure diversity across the board, I must admit, I’m not a big fan of quotas. However, I do believe in the power of starting conversations and taking a hard look at the existing data within organisations to understand where the gaps and patterns of exclusion are. 

From my perspective, the focus should not solely be on recruitment but on nurturing and retaining the talent we already have, particularly women who have been invested in by their companies. It baffles me why any organisation would want to lose such valuable assets, especially considering the costs associated with hiring new employees versus retaining existing ones. 

Flexibility in the workplace is another area ripe for innovation, extending beyond the option of remote work to include flexible hours, part-time roles, and job sharing. Moreover, the approach to parental leave needs a broader perspective, encouraging leaders, especially men, to lead by example by taking their full leave if it aligns with the company’s values, setting a precedent throughout the organisation. 

As for the Inspire Community, I see it playing a crucial role in this transformation. Our community, predominantly composed of women in mid-career positions, represents the next generation of CEOs and industry leaders.  

My vision is to prepare and propel these women into leadership roles by fostering a strong support network, increasing visibility, and encouraging them to be vocal and recognised for their contributions. We aim to ensure that these women are not just filling positions but are also on stage, leading discussions, and gaining the recognition they deserve.  

The change starts with each of us, working together to create a more inclusive and balanced industry. 

To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch on Tel: +44 20 8600 1180 or directly with team below: 

Dan Akhtar, Managing Director – HPG Advisory Services
+44 208 600 1166 / +44 7808 157796
dan@hpgsearch.com   

Chris Denison Smith, Managing Director – FM Recruitment
+44 20 8600 1160 / +44 7775 711923
chrisdenisonsmith@fmrecruitment.co.uk    

Guy Lean, Managing Director – Madison Mayfair
+44 20 8 600 1180 / +44 7813 009787
guylean@madisonmayfair.com   

Andrea Shaw, Director – FM Recruitment
+44 20 8 600 1160 / +44 7714 236469
andreashaw@fmrecruitment.co.uk  

The Importance of Awards in the Hospitality Industry: A Balanced Perspective

Posted on by Katherine Wyles

Awards season is well and truly underway. With the Golden Globes, BAFTAs and Oscars all grabbing headlines at this time of year, it is an opportune moment to look at the impact awards can have on people strategy and overall business goals.  

Winning awards, receiving nominations or simply making a red-carpet splash can help shape reputations for years to come, drive business growth and set the bar for high standards.  

With awards bodies such as The Michelin Guide, Forbes Travel Guide, The Cateys and Hotel Cateys, the hospitality industry has a vibrant awards season which can have a significantly positive impact on hotels, restaurants, and the professionals within.  

However, like any system of recognition, there are considerations and the emotional, financial and time investment should be weighed up before committing to participate. 

In this article, we look through some of the details you may wish to consider before implementing an awards strategy. This could help you and your team make the right decisions for the future growth and development of your business, while continuing to prioritise your workplace culture.  

Michelin and Forbes: Setting Industry Standards 

The Michelin Guide and Forbes Travel Guide ratings are among the most coveted recognitions in the hospitality industry. They are awarded based on rigorous criteria that assess the quality of food, service, and overall guest experience. Inspectors do not announce their visits (either on arrival or departure) and the smallest details can have a significant impact on the rating. 

Benefits: 

  • Boost in Prestige and Business: Achieving such awards can significantly elevate a property’s status, attracting more guests and increasing revenue. A Michelin star, for instance, is not just a mark of culinary excellence but also a powerful marketing tool that can put a restaurant on the global map. 
  • Benchmark for Quality: These awards set very high standards, encouraging establishments to strive for excellence. They serve as a benchmark for quality, pushing the industry, and those in it, forward in terms of innovation, service, and culinary artistry. 
  • Establishing Trust: For guests and employees, these accolades are a mark of trust and quality assurance. When choosing where to dine, stay or work, awards from Michelin or Forbes can be decisive factors for those seeking high-end luxury experiences, or a workplace that aligns with their own values and ambitions. 

Considerations: 

  • Pressure and Stress: The pursuit of these awards can create immense pressure on owners and employees. The stress of maintaining standards for Michelin or Forbes evaluations can be intense, sometimes leading to a stressful work environment. 
  • Cost Implications: Striving for such high standards often comes with significant financial investment, which can be a challenge, especially for smaller, independent establishments. Many operators have argued that the higher revenues don’t necessarily lead to higher profit. 

Individual Awards: Recognising Personal Excellence 

Awards like the Cateys and Hotel Cateys celebrate the achievements of hospitality professionals, from chefs and managers to front-of-house teams. Entrants are nominated by peers and senior management and entries are submitted for judging by a panel of industry experts who volunteer their services. The ceremonies are often glitzy affairs in grand hotel ballrooms.  

Benefits: 

  • Career Advancement: Winning an individual award can be a significant boost to one’s career. It not only recognises talent but also opens doors to new opportunities, networking, and professional growth. From a recruitment perspective, there is no doubt that winning awards will raise an individual’s profile and attract attention from headhunters. 
  • Motivation and Morale: Such recognitions can greatly motivate staff, enhancing morale and fostering a sense of pride and accomplishment. They highlight the importance of individual contributions to the success of an establishment. 
  • Industry Benchmarking: These awards set benchmarks for individual excellence, inspiring others in the industry to strive for similar achievements. 

Considerations: 

  • Subjectivity: Unlike awards based on specific criteria and mystery guest visits, individual awards are often based on a written application, which can be more subjective, sometimes leading to debates over the deservingness of winners. 
  • Overemphasis on Recognition: There’s a risk that the pursuit of awards might overshadow other important aspects of the job, such as teamwork and guest satisfaction. 
  • Limited Recognition: With so many deserving candidates in the industry, individual awards can only recognise a few, potentially leading to feelings of undervaluation among others. 

Awards in the hospitality industry, whether for establishments or individuals, have a profound impact. They drive competition, encourage excellence, and provide a framework for what constitutes high-end service. For consumers, these awards simplify choices, offering a guide to exceptional experiences. 

However, it’s crucial for the industry to balance the pursuit of awards with the overall well-being of employees and the financial health of the establishment. The pressure to maintain or achieve these accolades should not come at the cost of employee well-being or lead to unsustainable business practices. 

Moreover, while awards are important, they are not the sole measure of success. Many outstanding establishments and professionals thrive without them, focusing on delivering exceptional experiences that resonate with their guests. Ultimately, the true measure of success in hospitality lies in the satisfaction and loyalty of guests, and the fulfillment and well-being of the staff who make those experiences possible. 

If you would like to chat to us about giving your people strategy the red carpet treatment, then get in touch on +44 20 8600 1166.  

Success Stories – In Conversation with Guy Lean, Managing Director at Madison Mayfair

Posted on by Katherine Wyles

This year, Guy Lean is celebrating his 20th anniversary at Madison Mayfair and, as such a stalwart hospitality industry, we thought who better to kick off our 2024 Success Story series. 

Having studied recreational management in college, Guy’s journey into recruitment was not a conventional one. His early experience at Royal Mid-Surrey Golf Club led to his first role in recruitment where he quickly realised the importance of nurturing personal connections as he carved his career path through sales, training and recruitment, with some help from Dr Seuss along the way. 

At Madison Mayfair, Guy’s focus goes beyond merely placing candidates in roles, but rather measured by their long-term achievements of these placements, underlining Guy’s commitment to nurturing meaningful and lasting relationships for both his candidates and clients alike. 

In this interview, Guy shares his rich experiences, insights, and perspectives on the recruitment landscape, offering valuable advice and observations that stem from a career built on genuine connections and a deep understanding of the industry.

Please tell us more about your career path and how you become known as one of the best-connected recruiters in the hospitality industry. 

Recruitment isn’t really one of those careers that you study in college and then start head-hunting. Like many of my peers, I fell into it somewhat. After finishing my studies in recreational management, with the initial goal of managing a leisure centre, I found myself at The Royal Mid-Surrey Golf Club in Richmond. There, I was not only involved in selling events but also managed the bars and looked after the events themselves. This was my first real exposure to high-quality hospitality and the art of connecting with people on a daily basis. 

While at the golf club, a member noticed my potential and asked what my future plans were. He offered me a job at his recruitment firm back in my hometown, Cambridge. I started placing salespeople in various industries including agricultural machinery and pharmaceuticals, working with anybody that sold anything across East Anglia. This job was a real ‘school of hard knocks.’ It involved picking up the phone hundreds of times a day, making connections and really understanding sales.  

I then moved to work for a pharmaceutical recruiter, specialising in the niche area of tamper-evident packaging. This was a significant step in my career, as I eventually became the number one recruiter in the US, while still based in Europe. This led to me being headhunted by Humana International to help sell franchises and teach franchisees to become head-hunters in their respective fields. Humana was eventually sold to an even bigger company called MRI and I became their Global Head of Training while also out there selling franchises. 

Mentorship played a crucial role in my career development. I was fortunate to work with and learn from prominent figures in the recruitment industry, like Tony Byrne and Steven Finkel. These experiences not only shaped my skills but also instilled in me the importance of mentoring others. I’ve trained and hired many individuals over the years and take pride in seeing them achieve great success in their careers.  

In recruitment, statistics play a significant role, even though it’s very much a human-centered field. It takes about 75 conversations to find the right person for a job, someone who would truly excel in their role.  

Our approach at Madison Mayfair involves understanding and connecting with a vast network of people – around six and a half thousand in each market. These individuals are not just clients or candidates, but they are all people with unique needs and aspirations. We are proud to say that most of the clients we work with have been candidates in the past.

Can you share your top tips for candidate who might be preparing for interviews in 2024. 

I’ve always said that when we’re interviewing, we’re all in sales. Regardless of what role you might be applying for, and whoever you are in front of, you’re selling.  

I think you have to follow a sales process and preparation is everything. I would suggest reading a sales book and my top recommendation is “Green Eggs and Ham” by Dr. Seuss which gets to the essence of sales faster than any other book.  

From there, researching the company and having excellent questions are great ways to build rapport. Technically, most candidates who get to interview stage could probably do the job, but in most cases, it’s the most enthusiastic person who gets it.

Are there any industry technologies that you are excited to see continue to develop. Conversely, are there any industry technologies you would prefer never to see again? 

I believe that certain technologies, particularly those aiding in research and networking, are incredibly beneficial. LinkedIn, for instance, has significantly transformed the recruitment landscape. Its ability to facilitate connections and provide instant access to individuals’ backgrounds is invaluable. This tool is essential in our industry, to the extent that if someone isn’t present on LinkedIn, they might not even be considered a viable candidate. 

In terms of communication preferences, I’ve noticed a generational shift. Younger individuals often prefer text messages or platforms like WhatsApp over traditional emails or phone calls. These tools have been effective in connecting with people in ways they are more comfortable with. 

However, there’s a downside to technology when it oversteps and replaces human interaction. In our industry, which is very personal and deals with people’s careers and lives, losing the human touch can be detrimental. For example, when companies provide feedback or rejection via email, it can feel impersonal and inadequate. Human connections are vital, and technology should not overshadow them. 

While I am relatively new to AI and its applications, I can see its potential, especially in speeding up processes like research and initial connections. It’s a remarkable tool for gathering information and bringing back relevant findings quickly. However, the recruitment process in hospitality still requires a balance. While technology can expedite certain aspects, the final stages of interviewing and truly understanding what people want and need must be done through direct human interaction, either face-to-face or via video conferencing. This balance ensures that while we embrace the advantages of technology, we do not lose the essence of personal connections that are fundamental to the hospitality industry. 

Business travel is getting closer to pre-pandemic levels of spend, but many analysts, feel that it will never be the same. Do you feel that candidate expectations have changed regarding travelling for business? 

I believe there are two main elements to consider. Firstly, there’s a heightened focus on the carbon footprint. People have become more environmentally conscious than ever before, and a genuine shift in focus towards sustainability is influencing decisions to travel less. 

Secondly, the importance of maintaining relationships plays a significant role. While the pandemic demonstrated the effectiveness of video conferencing for meetings, which had not been widely popular before, certain aspects of business, such as the MICE (Meetings, Incentives, Conferences, and Exhibitions) market, team building, and relationship building, still necessitate physical travel. In these areas, face-to-face interactions are essential and irreplaceable. 

An interesting observation I’ve made is that fewer people are now relocating for work post-pandemic. There seems to be a change in mindset where individuals are more content to stay in their area, seeking a different balance in life and work. This contrasts with the previous norm, especially among general managers in hospitality, where career advancement often meant travelling globally to gain diverse experiences. Now, many seem more satisfied with remaining in their local area. 

However, this shift in perspective towards travel and relocation seems to vary between generations. For instance, I’ve noticed that younger generations, like my two sons in their early 20s, are driven by experiences and the desire to travel. They work hard and then use their earnings to travel extensively. This love for experiences and exploring the world seems more pronounced among them, whereas the older generation appears less driven to relocate or travel extensively for work purposes. 

What do you feel are the most important traits for hospitality leaders to demonstrate? 

For me, the most important traits for high-level leaders centres around emotional intelligence. Leaders who exhibit high emotional intelligence can better communicate with their team, providing information effectively and motivating their teams while displaying empathy and impeccable social skills.  

The most successful leaders generally display a strong self-awareness of their own emotions that helps them understand that people often leave jobs due to poor relationships with their supervisors or a lack of connection with the leadership. They can create work environments where employees feel valued, understood, and motivated, leading to better retention and a more positive workplace culture. It’s not always about monetary compensation but more often about the quality of the work environment and the relationships within it. 

What do you feel has been your biggest achievement and why?

I’ve placed over a thousand people in their careers, many of whom have risen from their first jobs to C-level positions but I feel my biggest achievement has been my work with people and teams. I’ve had the incredible fortune of working with extremely talented individuals throughout my career, and the amount I’ve learned from these experiences has been immense.  

At Madison Mayfair, we have a unique focus: we aim to ensure a return on investment for the candidates we place. Our measure of success isn’t just about filling positions. We look at their progress after 12 months. We follow up to see if they were promoted, if they hit their KPIs, met their targets, or received bonuses. I’m particularly proud of this aspect because it signifies that we’re genuinely contributing to the career growth and success of individuals and our clients’ businesses. 

I am also very proud of the reputation and regard Madison Mayfair has earned in the marketplace. We’re a boutique firm and take pride in the quality of our work and the lasting relationships we build.  

Often, candidates come back to us as clients, and companies return to us for our services, which is a testament to the effectiveness of our approach. Just recently, I had a conversation with someone who had been with a company for six years and reached out to us because of our longstanding work with them.  

This kind of feedback and repeat collaboration reinforce that we’re doing something right. I’m extremely grateful for the great teams we have and the collaborative efforts that contribute to these successes. 

What is the best piece of advice you have been given on your career journey?

I think the best bit of advice I’ve ever been given is, “put your brain into gear before you put your mouth into motion.” 

Madison Mayfair focuses on forging strong, long-standing relationships with clients and candidates, often over the lifetime of multiple roles, to ensure we can find creative and innovative solutions to the challenges we all face in the hospitality industry.  

 To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch with Guy Lean on Tel: +44 20 8600 1180,  Mob:+44 7813 009787 or Email: guylean@madisonmayfair.com  

2023: A Year in Review and the Road Ahead

Posted on by Katherine Wyles

With just a few weeks left in 2023, it’s an opportune moment to reflect on a year that has been as challenging as it has been rewarding for the hospitality sector.  

This year, the hospitality industry has continued to demonstrate resilience, adaptability, and a commitment to excellence that has helped to build confidence amongst operators, owners and investors.  

The team at Hospitality People Group, including Madison Mayfair, FM Recruitment and HPG Advisory Services are proud to have worked alongside our clients to navigate this evolving landscape. This experience, together with a commitment to share ideas and continuously learn from industry specialists around the world, has given us a unique perspective to share insights to help support our clients’ with their people strategies.  

Our team travelled more this year and attended conferences including IHIF in Berlin, FHS in Abu Dhabi and AHC in Manchester. With an even more bustling travel diary for 2024, we have a front-row seat to the vibrant world of hospitality. 

The Battle for Retention
One of the most pressing issues this year has been the ongoing battle for talent. The hospitality industry, known for its high turnover rates, has faced an unprecedented challenge over the past few years. The impact of a demographic shift, with nearly half a million less 18 year olds than 10 years ago, was exacerbated by the impact of Brexit and the pandemic. In a time where recruitment is far more challenging, there has been a renewed focus on retention in order to manage employee turnover. The key to this success has been in promoting stronger workplace cultures and recognising that our employees are a far more valuable part of what we offer guests than may have been previously considered. Innovative strategies, including enhanced development programs, competitive compensation packages, and a focus on workplace culture, have been pivotal. When we invest in our people, they, in turn, invest their loyalty and passion in our services. 

Success Stories
While we are keen to support our clients and their retention strategies, our core business has always revolved around executive search and we work closely with our long-standing clients and a network of candidates to find ideal matches for available roles. This year we were delighted that some of the candidates we placed took time out of their busy schedules to be interviewed in our Success Stories series. Imran Bhatia, Claire Llewellin-Davis and Natasha Eldred all joined us in conversation to discuss their achievements, inspirations and challenges, as well as to share tips and insights for those who might be considering a career in hospitality. 

AI’s Role in Hospitality
The influence of Artificial Intelligence (AI) has been felt across most industries in 2023, and hospitality is no different. While talk about the Metaverse has diminished due to setbacks from major companies like Meta and Disney, AI has gained significant traction, becoming more integrated into everyday technology. AI’s potential in the hospitality industry lies in automating routine tasks, thereby enhancing efficiency and allowing employees to focus on more value-adding strategic and/or guest-facing roles.  

This shift may go on to change the nature of the skills and roles required in the industry. In recruitment, AI can streamline processes, reduce bias, and improve candidate engagement, although concerns about AI’s potential to overlook valuable candidates remain. Despite AI’s advancements, we believe that it will not replace human consultants but rather augment their capabilities, allowing them to concentrate on relationship-building, retention, and culture, thereby adding more value to businesses and candidates. 

Hotel Investment Trends
The Hospitality People Group team attended a number of hotel investment events throughout 2023 and discovered a number of key themes that ran through them all. The luxury hospitality sector in particular, is experiencing a robust and continuing recovery. Despite the impact of inflation, by focusing on personalised and exclusive experiences to meet the evolving demands of luxury travellers, hotels have been better able to enhance guest satisfaction in this segment, while raising average rates.  

Environmental, Social, and Governance (ESG) considerations have continued to grow more central to the industry and are driven by increasing consumer demand for sustainable practices and a willingness from hotel investors to future-proof their investments in the long term. The integration of ESG strategies into operations is evident, though challenges remain in aligning consumer expectations with their willingness to pay for these practices. A recent article from Hospitality Investor also pointed to the increasing risk presented by climate change, but we also learnt that some regions are also using it as an opportunity to extend the summer season.  

We have also seen some diversification of the leisure hospitality investments, moving beyond traditional models such as beach and golf resorts to include more varied offerings like wellness retreats and Alpine resorts. This trend highlights a broader investor interest in more sustainable, long-term leisure assets. 

Despite challenges in the hotel transaction market and financing landscape, including the gap between seller expectations and buyer capabilities, there remains optimism about the market’s resilience and potential for growth. These trends collectively signal a dynamic phase of innovation and opportunity in the hospitality sector. 

The Evolution of Hotel Asset Management
As the hotel investment scene has developed, the role of the Hotel Asset Manager has become essential, serving as a critical link between investors, owners, and operators. In 2023, this position became central to maximising profitability and operational efficiency, while enhancing guest experience and optimising the return on investment. This comes at a time for hotel investment, when investor interest is peaked by industry recovery, yet continues to be mindful of the recent challenges the sector has faced.  

Hotel Asset Managers are instrumental in driving financial performance, identifying revenue opportunities, and implementing strategies to safeguard profits in a competitive market. They play a key role in risk management and investment strategy, evaluating market conditions to inform investment decisions and risk mitigation. Additionally, they focus on operational efficiency and quality assurance, ensuring the hotel meets evolving guest expectations and maintains high service standards. Together, this reflects a shift from traditional owner-manager dynamics to a more specialised, strategic approach, designed to appeal to the market. 

Looking Ahead: 2024
We look forward towards 2024 with excitement. With plans to attend events in Berlin, Florida, Riyadh, New York, Dubai, Rome, Manchester, and London, we are committed to staying at the forefront of industry trends and innovations. These events are not just opportunities for learning and networking but also a testament to our dedication to supporting and connecting the hospitality world. 

The challenges we have faced in this industry over the last few years have only strengthened our commitment with a renewed sense of purpose and a clear vision for the future – where we can help support people strategies that align seamlessly with our client’s business goals. 

Here’s to a new year filled with more travels, learnings, and opportunities to redefine the essence of hospitality. 

If you would like to have a chat about your people strategy for 2024 and beyond, please get in touch on Tel: +44 20 8600 1166.  

The Middle East’s Undimmed Investment Lure: Future Hospitality Summit 2023 in Abu Dhabi with Andrea Shaw and Tairona Lattanzi

Posted on by Katherine Wyles

Last week, Andrea Shaw and Tairona Lattanzi attended the Future Hospitality Summit (FHS) in Abu Dhabi, which attracted industry professionals from around the world to explore, discuss, and decipher the current status and forward trajectory of the hospitality sector in the Middle East. Here, Andrea shares her comprehensive insights and experiences from the summit, providing a nuanced look at the opportunities, challenges, and emergent trends in the industry. 

Investment Landscape
Contrary to the whispers at the International Hotel Investment Forum (IHIF) earlier this year that suggested that investment opportunities in the Middle East were reaching a plateau, this event hinted at a far from exhausted investment landscape there. Saudi Arabia, Qatar, and Abu Dhabi have all accelerated their ambitions in recent years, but we found that this event had a considerable focus on Dubai and how it has astutely steered itself to hold substantial weight in the global hospitality industry, luring investors with its infrastructural marvels, technological advancements, and dynamic customer base. In particular, the Russian and Chinese markets are being eyed as potential catalysts for sustained investment. 

Russian and Chinese Investment
As the global ramifications of the war in Ukraine continue, Russian investors and tourists are tending to spend considerably longer in the region. A strong relationship seems to be budding between Russian nationals and the Dubai hospitality sector, signalling a niche for tailored services and more authentic experiences. By understanding their preferences, spending habits, and cultural nuances to craft offerings that seamlessly align with their expectations, the hospitality industry in the region can maximise profits in a market that holds an uncertain future. 

Touted as a colossal market with untapped potential, the Chinese traveller stands on the cusp of being a significant player in Middle Eastern hospitality. While a large section of the market is yet to re-embrace travel after the pandemic, there is a significant expectation that this will happen soon, and hospitality operators are eager to make preparations for it yet cautious enough to protect costs and cash flow in the meantime. Again, understanding their buying behaviours, shopping habits, and technological usage (like their predilection for platforms like WeChat and Weibo) will be vital to winning market share. Tailoring marketing strategies and operational aspects to accommodate and attract this segment could pave the way for a torrent of opportunities in the not too distant future. 

Sustainability 
A discernible thread through the summit was the heightened emphasis on sustainability. Dialogue with investors underscored the imperative of embedding eco-friendly practises into the very early stages of planning and construction. The financial and operational challenges of retrofitted adaptations seem to be rather easier to negate in the Middle East, with a stronger new build culture than they might be in other parts of the world. While sustainability was being pushed as a key theme during the event, the buy-in from attendees was sometimes disappointing given the low turnout at these sessions. 

With authenticity playing such an important role in appealing to customers, it seems clear that a robust and transparent environment, sustainability, and governance strategies will be crucial in appealing to both internal and external audiences. Branded hotels now tend to include operational standards to address basic ESG requirements that appeal to third party booking platforms, including corporate booking partners, and this could add to the appeal of branded hotels, which we will discuss in further detail below. You can also read more on the key role ESG can play in recruitment and employee retention, which Hospitality People Group published recently. 

Food and Beverage Conundrum
With the Global Restaurant Investment Forum (GRIF) taking place on the first day of FHS, the food and beverage domain garnered unanimous attention. An interesting debate that peppered the sessions concerned the question of how food and beverage outlets should be managed. While some advocated for the inclusion of celebrity chefs and high-profile names, others veered towards third-party management or even in-house handling of F&B. The strategic choice in this regard can significantly mould the guest experience and brand positioning in the hyper-competitive market, but the general consensus was that there was no consensus, which suggests that any of these management strategies can be successfully implemented in the right circumstances. Unfortunately, this also suggests that any of these can fail when the conditions aren’t suitable. 

Brand vs. Independent
In a similar vein to the question of how best to manage food and beverage outlets, the summit raised the topic of affiliating with established brands or steering through the market as independent entities. The Middle East, with its penchant for brand recognition and associated prestige, seemingly tilts the balance in favour of brand affiliations. However, there’s a sprouting of independent hotels, no doubt hoping to appeal to the growing trend for unique and authentic experiences, and they seem keen to challenge this assumption. There didn’t seem to be any evidence so far to measure the impact of this, but with so many large hotel operators with newer brands that offer the best of both worlds (e.g., Marriott’s Autograph Collection or Hilton’s Curio Collection), we may see this develop over the next few years. 

Conclusion
Andrea and Tairona’s time at the Future Hospitality Summit was a journey through a landscape of ideas, opportunities, and genuine connections. The spirit of the region, ever-resilient and ambitious, continues to embrace the global challenges in the hospitality industry, and this event will continue to linger in the minds and strategies of those hospitality professionals, operators, owners, and potential investors who attended. 

If you would like to discuss any of the topics that have been discussed here or any other elements of your people strategy, then please do not hesitate to contact Andrea Shaw at  andreashaw@fmrecruitment.co.uk or on +44 20 8600 1160. 

Success Stories – In Conversation with Claire Llewellin-Davis

Posted on by Katherine Wyles

With a diverse background spanning prestigious international establishments such as The Hurlingham Club, The Hong Kong Jockey Club and now as Managing Director of The Lensbury, Claire Llewellin-Davis’ journey has been impressive.

Her expertise extends far beyond the confines of luxury hospitality, having previously served in Iraq and Afghanistan in her distinguished eight years as a British Army Officer. This unique blend of experiences has shaped Claire into a dynamic leader, well-equipped to inspire change and set new standards of excellence at every level.  

The Lensbury
Founded in 1920, The Lensbury is set within 25 beautiful acres, bordering the River Thames, and comprises a 155-bedroom hotel, a private members’ club with 7,000 members, a conference centre, state of the art gym, studios, an indoor pool, spa, 24 tennis courts, squash courts, water sports centre and elite sports facilities supported by a heavy weights gym and 2 UEFA pitches. 

Claire commenced her role as Managing Director at The Lensbury just days before England’s Lionesses checked in to begin their successful run at Euro 2022. It resulted in Wembley glory and a team victory celebration hosted at The Lensbury, the likes of which hadn’t been seen in England since 1966. 

We had the pleasure of catching up with Claire for a fascinating chat, where she shared her invaluable insights on the world of hospitality within both Club management and the Hotel Industry. 

Transitioning from a successful career in the British Army to the world of hospitality is an impressive achievement. How has your military background influenced your approach to leadership in the hospitality industry, and what valuable lessons have you carried forward from your time in the armed forces?
A career in the military provides an excellent grounding for all walks of life, and the path to Club Management is increasingly common. I loved my time in the Army, and credit it for honing a number of transferable skills and lessons for future success:   

  • The importance of teamwork and developing a strong camaraderie; there is no leadership without followership 
  • The power of communication; this sets the foundation for success at all levels
  • The necessity for ongoing personal and team development, ‘train hard, fight easy’ 
  • To set, embody and maintain high standards; to ‘be the best’ 
  • To set priorities and manage time 
  • Resilience: the confidence and strength to tackle the unknown 

In your opinion, what are the key factors that contribute to creating a strong and cohesive team culture within a hospitality organisation?
Communication is key. The majority of people set out to do a good job. It is our responsibility as managers and leaders to help them deliver it. We have to put in place the structure and support necessary for our team to understand what their role is, what the future of the business is, and to see how they play their part within it. We must encourage and reward success. The workplace should be an enjoyable place to be, where engagement, recognition, reward and support are part of daily life. Happy staff = Happy customers.  

As a seasoned hospitality leader, what do you believe sets apart truly exceptional service from the rest?
The key to exceptional service is anticipation. Understanding what someone wants, before they know it themselves. 

As an experienced Club Manager, now benefiting from an insight into the world of Hotel Management, what have your observations been?
It has been a fascinating, and hugely rewarding experience. There is so much that Club Management can learn from the Hotel Industry and vice versa. Whilst equity Clubs are ‘surplus’, rather than ‘profit driven’, there is much to be said for the hotel industry’s laser focus on revenue and profitability at department and GOP level. Data driven decision-making is powerful. 

Technology has revolutionised the way we experience hospitality. How do you strike a balance between leveraging technology to enhance guest experiences while still maintaining a personal touch?
The word ‘balance’ is key between automation, and maintaining a human connection, which will always be irreplaceable. Automation is great when there is little complexity; as the military would say, Keep It Simple, Stupid. With escalating costs, we are all looking at ways we can reduce our overheads. Ultimately technology that will enhance the guest experience, whilst providing a better understanding of their journey and drive revenue, is what we are all looking to invest in.   

What advice would you give to aspiring hospitality professionals who aspire to reach leadership positions within the industry?
Believe in yourself and be clear about the kind of organisations you want to work for and why. Continue to develop yourself and obtain professional qualifications which will set you apart from the rest. Don’t be afraid to take the odd ‘detour’ if you can see that it will provide you with additional, relevant skills in the future. Attitude is everything.  Good luck! 

Madison Mayfair focuses on forging strong, long-standing relationships with clients and candidates, often over the lifetime of multiple roles, to ensure we can find creative and innovative solutions to the challenges we all face in the hospitality industry. 

To discuss how we can support your businesses with your overall people strategy or to access our full suite of human capital services through Hospitality People Group, please get in touch with Guy Lean on Tel: +44 20 8600 1180,  Mob:+44 7813 009787 or Email guylean@madisonmayfair.com 

Will AI replace human hospitality recruiters?

Posted on by Katherine Wyles

Last year, the Metaverse was touted as the future of business. While that might certainly be the case at some point in the future, it feels that the enthusiasm for this project has waned.  

The technology needed to experience Web 3.0 is still unfamiliar to many, but more importantly, there has been a huge backtrack in recent months from innovators such as Meta and Disney, as they have dramatically reduced their workforces dedicated to this sector. 

On the other hand, Artificial Intelligence (AI) is growing in influence. We are familiar with AI through popular culture, and Hollywood movies have often highlighted the advantages and disadvantages very clearly, and often, dramatically!  

Since Chat GPT was launched in November 2022, we have seen a sudden deluge of AI add-ons and features added to familiar websites, search engines, and productivity programmes. Devices we already own, suddenly have the ability to leverage the power of advanced AI…. for free. 

There is no doubt that AI is disrupting the way we work, live and interact. Like all advancements, it has the potential to create both new opportunities and challenges for various sectors, and the hospitality industry is no different.  

But what impact is this technology likely to have on recruitment in the hospitality industry? 

Hospitality Skills
Before we look at how AI could affect recruitment, it is important to ask if AI might make a difference in the type of roles or skills that may become more sought after in future.  

AI can enhance the efficiency and accuracy of many jobs across the sector by automating repetitive and routine tasks, such as data entry, reconciliation, invoicing and payments.  

This can free up time and resources for employees to focus on more strategic and innovative activities. This could help hospitality professionals to generate new insights and recommendations, identify new opportunities and trends, and create new products and services. 

While the reduction of manual tasks may certainly affect the number of employees required, it may also help augment the skills and capabilities of employees to help them to deliver more value for their businesses and guests. This would require the industry to continue to adapt and evolve roles and responsibilities and acquire new skills and competencies to leverage the power of these technological advancements. 

Recruitment
We know that finding and hiring perfect candidates for hospitality roles is a challenging and time-consuming process. AI will certainly be able to help streamline and improve certain recruitment processes including: 

  • The screening and shortlisting of candidates based on their resumes, skills, qualifications and experience. AI could help save recruiters time and effort and reduce human bias and errors 
  • Providing personalised and timely communication, feedback and guidance throughout the recruitment journey. This can increase candidate engagement and satisfaction, and improve the employer brand 
  • Providing insights and recommendations for recruiters and hiring managers. This can help them make better and faster decisions, optimise their strategies, and identify talent gaps and opportunities. 
  • Helping candidates find and apply for roles that match their preferences, goals and potential. This can increase the quality and diversity of the talent pool, and reduce the turnover rate. 

Understanding Bias in AI  
A 2021 Forbes article, Understanding Bias in AI Enabled Hiring, it was highlighted how AI objectively assesses the data points and reduces assumptions, mental fatigue and bias that humans often succumb to.  

While there is a risk of human bias being subconsciously programmed into the AI algorithm, there are still clear advantages to relying on AI to screen candidates on a large scale.  

In 2019, a Harvard Business Review article, Will AI reduce Gender Bias in Hiring, it highlighted that AI does not need to engage in unconscious biases to penalise based on gender or other under-represented groups in order to get a self-esteem boost. 

Reducing human bias is undoubtedly a fairer solution, but this lack of bias could also be a significant drawback to AI-based recruitment.  If a business wanted to diversify its workforce or business culture, recruitment without any human judgement may not serve the purpose.  

There are candidates out there with atypical work experiences that fail to meet the AI algorithm standards, who could potentially be the best fit in terms of their individual personality, interests, character and work ethics. 

Our Conclusion
As specialists in people strategy, we recognise that our view comes from a position of bias, but we strongly feel that AI will never replace our consultants. It will likely become a powerful tool that can augment our capabilities and performance, by helping reduce mundane tasks. This will allow us to focus on the human aspects of people and performance strategies, such as building relationships, focussing on retention and culture, and providing added value to businesses and candidates. 

If you would like to have a chat about your people strategy, please get in touch and we can chat – human to human – on Tel: +44 20 8600 1166. 

Chat Button