4. RECRUITERS' OUTLOOK
Today's hospitality business climate rewards
speed. Organisations strive to be the first, the
best, and the one who gets the most done. The
best talent Leads the market and businesses
struggle to find and retain good people. It
happens because the best talent is Likely to quite
quickly get alternative or even more attractive
offers from your competition.
Being in the hospitality sector for more than 30
years I clearly see the well-established trend
when companies get the best employees on the
first come first serve basis. However there are a
Lot of employers within hospitality market which
are procrastinating. Sometimes I see
organisations where no one is seemed to be able
to make an HR decision who to employ, when to
employ and who is the best individual to employ.
Why it happens? The answer is the fear to make a
wrong decision.
The nature of Hospitality business is a constant
need in getting approvals. When it comes to HR
decisions you can observe this right across all
functions from HR department to the Senior
Management and then up to the General Manager
who has also to get approval from the Managing
Company and then the Owners.
3
The HR procrastination has a severe
consequences in not recruiting a right individual
as soon as possible. Recently we have Lost some
very good candidates because companies were
not able to make a quick decision.
Yes we should be careful and don't rush a hiring
decision but decision should be made over a
reasonable period of time. Procrastination is a
word which all HR managers should consider
when planning their human resources especially
in the times of talent shortages.
My recommendation to the Owners within
Hospitality sector would be to Leave the
management of the company to the managers.
This is why you pay them their fee. If you employ
someone to manage your business you should
trust them in managing your business. It is
pointless to pay a big salary to someone who
can't make a hiring decision without your
approval. If this is a case, my advice would be
don't hire a General Manager and run the
business yourself. If you employed managers, Let
them manage. There are a Lot of times when
Owners don't necessarily understand the daily
operations of the company and the need of
having the right key people in place as soon as
possible because good people will deliver a good
return. The Senior Management should make
their decision and inform the Owners that here is
a good talent and they are going to hire them.
Being able to hire the best employees as
efficiently as possible becomes more and more
critical within Hospitality industry. Sometimes
organisations don't have the Luxury of taking the
time to assess the subtle differences between
Candidate A, B and C or waiting to determine if
they want to promote someone instead of
making a new hire, or maybe move the chairs
around on the deck of their ship. Your ships
Leaving the dock and you need all hands on deck
- make your decision quick and don't miss out
on the best talent.
Salvatore Fernandez
5. EMPLOYEERS'OUTLOOK
What are the challenges you are currently
facing while hiring at the managerial
Level?
The biggest challenge we are facing at the moment is
a cultural fit and the right mind set of the individuals
we are hiring at the managerial Level. We are Looking
for people who are here and now, who can take their
jacket off and Lead the team and those who can bring
the business forward and make an impact. It is very
easy to find the right candidates those skills profile is
matching to the job description but it is very difficult
to measure the motivation, attitude and personality
just during the interview.
4
For example, there are two different business
dynamics for the London based and regional hotels.
Outside London it is all about stimulating the demand
and in London it is all about dealing with the demand.
Technically the regional hotels need the senior staff
who has more understanding about sales and
marketing to generate the demand and gain new
clients. However when we see a candidate who
perhaps doesn't have enough years of right
experience or skills but has a right mind set we would
most probably end up hiring this individual. For us it is
easier to develop the technical skills rather than train
the attitude of our employees. When we talk about
senior positions it is obvious that after Long years of
experience the candidates would have a strong
background, so what really interesting for us is their
mind-set. That's why on the final stage of
interviewing we take the candidate for a coffee and
having a casual chat about their Life, interests and
aspirations. This helps understand who they actually
are.
When we talk about General Management positions I
think it is a good practice to come and stay in the
hotel which is run by your candidate. Once you are
there you can see a Lot about the way they operate
the business.
However recently we found the most difficult position
to recruit is a Director of HR. So many times we see
good Human Resources professionals with an
impressive experience but so rarely the ones with the
commercial thinking. We work in a result oriented
environment and employ staff with different
backgrounds and Levels of experience which makes
trust one of the most important assets. I think it is
very important for the hotel industry to have
someone who will understand the commercial side of
the decision making, especially when it comes to HR.
Andy Townsend, CEO, Legacy Hotels & Resorts
6. SURVEY: WHICH POSITIONS YOU FIND DIFFICULT TO RECRUIT FOR
••••fjJ/j'- EAM/Resident Managers/Operation Managers 63%
.U Front Office/Revenue Manager (Directors) 47%
• A
F-1 Sales and Marketing Manager(Directors) 35%
.s.
�,
Food and Beverage Manager (Directors) 34%
TIPS FOR HIRING MANAGERS
��
��
��
��
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Make sure you know exactly what the hired person is supposed to achieve and
how these achievements impact on guests, colleagues and management
Offer Loyalty packages
Define how you can offer a fresh challenge and use that to attract and retain
talent
Engage closely with 2nd year staff - they are the most Likely to move
Establish a good social and online presence for attracting candidates
��
Engage with a reputable head-hunter I executive search firm for senior roles
5
7. EMPLOYEES'OUTLOOK
"The labour market is developing dynamically
and there are visible signs of growth in the
hotel sector:
an increase in conference rooms sales, an
increase in headcount in the
marketing and sales teams and an increase in
job opportunities."
Sales & Marketing Senior Manager,
5* Hotel, United Kingdom
"Not enough offers provide a sufficient
balance between work and personal life.
There is an urgent need to spare time for
the family and the availability of flexible
and structured work, not involving regular
overtime whcih is usually not paid."
Deputy Hotel Manager,
4* Hotel, Dubai, UAE
6
"The Italian hotel market is not homogeneous.
On the one hand we are seeing unemployment
growth and economic stagnating, on the other
one, market leaders and market challengers
keep on attracting high potential and the best
performers with good wages"
General Manager, 5* Hotel, Italy
While the hospitality market is improving
and sales are incresing there is no shift in
the salary levels. The senior management
positions in other industries are better paid
than the same ones within hospitality
sector.
The organisations willing to attract and
retain qualified talent should set the
standard wages.
Food & Beverage Manager,
4* Hotel, Switzerland
8. REASONS TO CHANGE JOBS
With today's highly dynamic and ever changing Hospitality Landscape, there are constant opportunities for
professionals to move roles.
0 New challenge/more interesting work 67%
� Better work/Life balance 65%
+ti Career development 61%
6 Higher salary 54%
0
� More responsibility 51%
� Job security 43%
... Improve relationship with senior manager 40%
1- Better Location/easier commute 33%
!.., Benefits package 33%
11 Bonus potential 25%
� End of contract 10%
liotel1,restaurant
im or;tant criterion for;
ftl Redundancy 5%
� Travelling 5%
�0 0 Relocation 3%
in Better training 2%
7
9. BENEFITS IN THE HOSPITALITY SECTOR
I)
Jt
�
•
l
0
Annual bonus scheme 81 %
Pension/Shares & shares options 75%
Life Insurance & Private Health Insurance 73%
Accommodation/contributions 25%
Complimentary parking/travel cost 20%
Use of Leisure/Fitness Club 13%
Other 7%
BENEFITS ASSESSMENT
8
Keeping staff happy and engaged is a key factor in
ensuring the best employees remain part of your
Hospitality business.
For middle and senior managers, the most important
benefits when choosing an employer are bonus
schemes and pension/shares options. Of similar
importance are such benefits as Life insurance and
private health, which are major motivators for
two-thirds of the respondents. Use of Fitnes Club
plans are traditionally the Last in the ranking for
senior managers.
10. SALARY OVERVIEW
GENERAL MANAGEMENT
United
France Spain Germany
Kingdom
Job Title Annual Average Salary (Gross) minimum
General Managers £160,000 €140,000
EAM/
Resident Manager/
£70,000 €80,000
Hotel Manager
In the hospitality sector there is a difference
between a General Manager (manager of a Large
organisation) and a Resident/Hotel Manager
(manager of a small to midsized organisation) which
is visible above at the salary ranges.
As General Manager positions command the highest
average salary within the sector, the United
Kingdom Leads with the highest average of £160,000
(GBP) gross for this role, with the United Arab
Emirates with an average of $170,000 (USD) net.
Spain offers the Lowest average pay of €125,000 for
this role.
9
€125,000 €155,000
€65,000 €95,000
Italy UAE
-
Annual NET
minimum
€138,000 $170,000
€80,000 $90,000
11. OTHER AREAS
Job Title
Food & Beverage -
Kitchen
United
Kingdom
Director of Food & Beverage £68,000
Executive Chef £57,000
Executive Sous Chef £48,000
Sales and Marketing
Director of Sales & Marketing £75,000
Director of Rooms Operations £67,000
Front Office Manager £40,000
Night Manager £29,000
£39,000
£76,000
£43,000
£48,000
£80,000
£38,000
Director of Engineering £51,000
Chief Engineer £43,000
Sales & Marketing
�����������
Director of Sales & Marketing £75,000
Director of Corporate Sales £45,000
France Spain Germany
Annual Average Salary (Gross) minimum
€75,000 €74,000 €73,000
€65,000 €55,000 €68,000
€45,000 €35,000 €45,000
€82,000 €65,000 €85,000
€55,000 €61,000 €60,000
€50,000 €42,000 €45,000
€33,000 €28,000 €35,000
€45,000 €40,000 €45,000
€70,000 €60,000 €69,000
€38,000 €30,000 €35,000
€45,000 €45,000 €48,000
€65,000 €63,000 €70,000
€41,000 €35,000 €40,000
€58,000 €45,000 €50,000
€40,000 €40,000 €45,000
€82,000 €65,000 €85,000
€65,000 €50,000 €58,000
10
Italy
€55,000
€60,000
€38,000
€75,000
€59,000
€41,000
€30,000
€43,000
€59,000
€36,000
€50,000
€59,000
€37,000
€53,000
€48,000
€75,000
€61,000
UAE
Annual NET
minimum
$60,000
$65,000
$39,000
$70,000
$65,000
$35,000
$22,000
$35,000
$63,000
$33,000
$41,000
$71,000
$39,000
$63,000
$42,000
$70,000
$45,000
12. IIH·ttiiitlCJHiiht,-----------
Thank you to those who spent time completing
our survey. We appreciate your support and hope
you found the market trends we revealed
interesting.
We will be grateful if you could help us next year
with the same goal.
Icons made by Freepik from www.flaticon.com is Licensed under CC BY 3.0
DISCLAIMER
11
This research was carried out by means of an
electronic questionnaire and supplemented
with data and market information that Antal
International have access to. The results are
provided as generic market information only.
We do not make any warranties regarding the
use, validity, accuracy or reliability of the
results and information obtained. We will not
be Liable for any damages of any kind arising
out of or relating to use of this information.
