Hospitality Labor Shortage not Improving
by David Klemt
Surveys and data focusing on the restaurant and hotel employment situation paint a stark picture.
The sobering reality is that operators can’t simply point to the pandemic as the reason they’re failing to fill available positions.
Instead, we need to focus on the problems hospitality workers continue to face.
It’s not going to be easy. However, it can lead to positive change. That change can help the hospitality industry recover and thrive long into the future.
Culture is Crucial
Per several sources, millions of hospitality professionals are washing their hands of the industry.
Unfortunately, foodservice and lodging workers are citing several reasons for the exodus:
- Lack of livable wages.
- Inconsistent wages.
- Stress levels not worth level of monetary compensation.
- Lack of benefits.
- Lack of mentoring and/or career progress.
- Industry volatility, particularly devastating as a result of the pandemic.
- Unhealthy lifestyle: Long shifts, late nights, and alcohol and drug abuse.
- Cultures of harassment and discrimination.
Obviously, it’s easier to blame labor shortages on the workers. Well, being easier doesn’t make it true.
Industry and workplace culture matters. Employee turnover rates were high long before the pandemic ravaged the planet.
Rather than make excuses, operators need to look at their restaurant, bar or hotel’s culture.
Barking orders and feeling infallible isn’t leadership. Admitting failures and shortcomings—and learning from them and implementing positive changes—is how successful operators lead.
Generic Job Listings
Last week, KRG Hospitality president Doug Radkey asked a simple but poignant question on LinkedIn: Are your job listings just like everybody else’s?
He suggests knocking it off with the old standards:
- “Are you friendly, energetic, and highly motivated?”
- “Are you an experienced and enthusiastic [insert position]?”
- “The ideal candidate must work well in a fast-paced environment and be a team player.”
- List of basic job tasks.
What’s appealing about such basic, generic ads? Why would rock star talent be moved to work for operators who post these types of ads?
Instead, Doug suggests the following:
- Hire for values, not experience. Training can address systems and standards, not personality and drive.
- Operators should be transparent about their core values, company culture, and potential for growth.
- Showcase the approach to inclusivity, diversity, acceptance, and flexibility. That is, if that’s authentic. If not, that’s a flashing, neon red flag that requires addressing.
- Offer a living wage, benefits, potential for personal growth, and education.
- Produce a video of team members sharing why they work at the company. This must be genuine and honest.
A unique approach to ads, hiring and onboarding can lead to an increase in employee retention.
Yes, it’s more comfortable to avoid looking internally for the roots of problems. It’s more comfortable to avoid blame. And it’s more comfortable to point fingers anywhere but at ourselves.
That’s not leadership. And it certainly won’t improve any operator’s situation, nor will it improve the hospitality industry and its opportunity to thrive.
