Evolution of career expectations in the hotel industry.

I hope that my message finds you well and that your career and life are on the right path.

All of us have our good days and we have our not so good days. Whatever your present state of mind is, I always recommend taking a step back from your present reality and reflect on where you want to go and possibly where you came from.

Here you see a photo of the Jumeirah Beach hotel in Dubai which opened in 1997, if I remember correctly.  In the same location used to be the old Chicago Beach Hotel which was ( this is true ) blown up in 1996 to give space for this new and most modern structure. Dubai Tourism was already so innovative in those days, to provide ocean tours for people to watch the explosions from the sea.

We would sometimes take to the dessert for “dune bashing”. When the “Bashing” was over, we would sit on top of a dune, have a beer or two and reflect on our careers, our opportunities and our expectations for the future. Karl was a hardcore F&B specialist and Executive Chef par excellence and he saw his future in the F&B arena and in Dubai. He also was an adventurer and knew the dessert well.

My own expectations for the future were a bit different and while I had just achieved my goal to become a hotel general manager my plans for the future were open. I wanted to see much more of the world and eventually return to the Caribbean and ultimately settle down in the U.S.A. like many of my friends and colleagues. Our objectives were quite different. He was looking for stability and continuity, while I was looking for more adventure and travel.

So, what are the career expectations of the new generation of hoteliers today?  Answering this seemingly simple question isn’t as effortless as it once was a mere thirty years ago. Back then choosing a career and making it reality was not as complex as it seems today. I know that some of my readers – who have progressed far along their career journey or perhaps reached their conclusion, may guffaw or grin. But it’s worth examining one’s career history – when it commenced, why it commenced and where it all started.

In the 1960s, 70s, and even the 1980s, navigating a career in hospitality was relatively straightforward. Some pursued an apprenticeship, followed by a hotel school, others combined a hotel school curriculum with an internship and some applied combinations of the above.  Then there were individuals, who – just like me – did not have a formal college education but opted for a basic apprenticeship and worked their way thru the ranks. Those were risk takers. They set out to explore the world. Most of them did not have a “Plan B”

One of the best examples for this strategy is Horst Schulze, co-founder and long-term CEO of Ritz-Carlton hotels. He started his career in Germany in 1965 without pursuing a college education. He opted for an apprenticeship and worked his way thru the ranks. Eventually he would leave Germany and find employment in the USA. He worked as bell boy, waiter, food & beverage manager and consequently a hotel general manager.

It was his hands-on experience, his dedication to provide service excellence and opportunity which shaped his career and led to his success in co-founding and growing Ritz-Carlton hotels into a globally recognized luxury brand.

A crucial decision for fledgling hoteliers in those times was choosing the right company. Of course, this varied from person to person, but the path was undeniably simple. Young hoteliers prepared themselves patiently and as diligently as possible for a job interview and took aim.For many, it was their dedication, hard work, and their laser-sharp focus on becoming “The Best” they could become.  – The mentality back in the 1980s was, as one of my Cornell Professors would put it: ” First shoot and then aim “, also the IBM corporate slogan back then. The deeper meaning is simple: Taking action is most important to whatever you want to achieve in your career and in life.

The experiences of legendary hotel managers, CEOs and COOs like Horst Schulze, Raymond Bickson, Franz Zeller, Klaus P. Reincke, Peter J. Leitgeb, Michael Kiehl, J. K. Van Daalen, Samir S. Shafei, Herve’ Humler, Peter Kleisner, Felix Gieber and many others fill books and tell the story how their careers evolved.

The career expectations of hoteliers during the 1970s and 1980s were simple and straight forward compared to the expectations young hoteliers have today. Here are the key differences:

Job Security and Advancement:

All the way, starting in the 1960s until the early 1990s, job security was a major factor in career expectations. There was a common believe and expectation to work for the same company for a good part of their career. Promotions and salary increases were often based on seniority.

Today, Job security: is no longer a decisive element as it used to be. At least not for young hoteliers. Times have never been as good for them and if they come with ambition they will find a wealth of opportunities. The post-pandemic struggle of hotel companies for talent is providing countless opportunities for these hoteliers to pick and choose from. Due to their material safety net many of them do not have the drive and ambition which was a characteristic of previous generations. They know that there will be jobs and career opportunities available to them and they are much more likely to move between companies in search of better opportunities. This is very true for Europe, North America and Australia. However this is not so true for two groups. The first one being those working in many Asian and African countries and for those age 50 and older.

The number of hotels in Asian and African countries -if compared with the west- is still growing. While in Europe and North America the number of hotel properties have reached a certain saturation point, this is not true for countries such as India,Pakistan, Nigeria, Ghana, Kenya to mention just a few. The number of hotel openings is accelerating and the need for suitable talent is in its high gears. However, despite this there is no labor shortage. The young generation with much higher demographics is entering the work force. Salaries and benefits here are by far not as attractive as they are in the western hemisphere, so the competition for jobs and careers is much stronger. These hoteliers are well trained, often better than their western counterparts. Their ambition is such, that they will accept longer working hours, lower salaries and benefits. Their hunger for advancement and career growth is strong and many will seek opportunities abroad. Those working within the ecosystem of the large international companies are well positioned to take advantage of global opportunities. We can say, that while the ground realities have changed, the expectations for advancement have not. What has changed is the timeline and the flexibility to work wherever there are opportunities. I see many of my former and younger colleagues from India working today in the Middle East, in Europe, especially the U.K. and Germany but also in Australia and the United States or Canada.

Then there is the group of those which have reached the top of their career. At an age of 50 plus their chances to find suitable jobs they find themselves clearly at a disadvantage. Despite a substantial shortage of skilled labor, the hotel industry , especially in Europe and particular in Germany is clearly and openly very selective in finding employees who do not belong to this group. A recent online conference in Germany discussed this “job shortage” and potential solutions. Let me be blunt: there would not be a “Job Shortage” if the industry would revise their pay packages, put political pressure on their politicians and stop age-discrimination. I am aware of many top hoteliers in their 50s and even 60s who have seen the world, proven their abilities internationally and still want to work. This is not only happening in the hotel industry but also in other professions. To be fair here, the top global hotel companies do a much better job here because of their global resources. This is why I advocate for young hoteliers to position themselves accordingly and work in these companies. Career expectations in this regard seem to be similar to those of previous generations, but patience should be applied and avoid job hopping just for a better salary.

Technology:

In the past, the hotel business was not technology driven. Interpersonal contacts, the NCR 42, the Telex and beepers were the technologies in those days. Hoteliers back then did not have to deal with OTS, PMS or CMS, not to speak about social media. They did not exist. The Fax was seen as a major innovation and the first computerised booking- and reservation systems like the IBM Janus model arrived in the late 1970s and early 1980s. It was the beginning of modern technology transforming the work in an otherwise very traditional industry and it took time for this new technology to be accepted especially by the older generation. What took hours in those days, today takes mere minutes.

Since then, technology has evolved and is now present in all hotel departments.  While boomers and even Gen X hoteliers had to adjust and learn new ways of working, todays hoteliers not only grew up with technology but they are embracing it. They have developed the unique ability to quickly adjust to the ever-growing pace of new tech apps which gives them massive advantage. With tech they are in their comfort zone. Be it with the many hotel management programs, social media or basic tools like “Office”.   Hoteliers today simply expect solid technology as a basic requirement. They simply would not be able to function without it.

Work Life Balance and Burnout:

These words did not exist. They would not have been understood. Until the late 1980s and early 1990s people were still willing to work long hours and sacrifice their personal time in order to advance their careers. The general attitude was to “earn a career”, “earn a living”. It was very much a culture of providing value to the company, serve guests and invest time into one’s own education thru seminars, company sponsored courses and private studies mostly thru books in order to reap the fruits down the line. It was also a time when those with ambition would make every sincere effort to achieve lofty dreams and goals.  In contrast, today’s hoteliers are looking for opportunities to advance their careers at a faster pace than previous generation.

 They belong to a very privileged group.  They are the most materially endowed and technologically literate generation to ever grace the hotel business.  It is probably the main reason for their sense of “entitlement” and the “work-life-balance” mentality. They are valuing flexible scheduling, less working hours, higher pay and remote work arrangements. It is important to note that these expectations vary widely depending on individual preference, career goals and – most importantly on geographic locations. While W.L.B. and B.O. are common in the western world, particularly in Europe and North America, they do not play the same role in African or most Asian countries.

Most leading hotel companies do have systems in place to take care of their employees. Sure, they are not flawless but they keep evolving to make sure, that associates are not taken for granted, but motivated, well trained and rewarded beyond their work which is indeed more demanding than in most other industries. Again, Horst Schulze was- and is a strong advocate – not only of employees rights but of their well being, training and empowerment. If you have read his book “Excellence wins”, you will get to know him a bit. His dealings with employees during hotel strikes, his steady efforts to improve relations with all associates earned him even the respect of strong labor unions in the U.S.A.

Workplace culture and diversity:

Those entering the industry now are likely to expect a workplace culture that values diversity and promotes inclusivity. Even though, these expectations are not shared equally across all geographies and cultures, it is nevertheless most important . Team spirit is an asset which does not come overnight and requires continued maintenance and modification. Successful leaders know this and will go beyond simple processes and standards.

Monthly “Cake Day” was a simple yet effective way to reward the entire team with some “time out”, a sense of party, and acknowledgment of their contributions made during the month.

Eventually, these criteria will fade away for those who pursue their careers with a plan. Ambition is a strong force. Expectations will be replaced with realities of the workday and career building efforts.Also, company culture will be different in certain regions of the planet. While the top international hotel companies make sincere efforts to provide and grant these expectations they might not be as efficient in this task everywhere. Particularly in franchised hotels, which are managed under the Hilton or Marriott flag but in reality managed by the owner. This, by no way is me saying, that hotels operated by the owners are not good for employees. I have often seen the opposite to be the case. But it is important to know that those hotels who are managed directly by the large company make it easier for young hoteliers to blossom and grow their careers in the respective eco-systems.

Sustainability and Environment.

Environmental sustainability has become a major concern for many young hoteliers in the last decade. They expect their employers to have a strong commitment to sustainability and be actively taking steps to reduce their environmental impact. The hotel industry offers many unique initiatives to reduce not only the carbon footprint but also the waste which still happens in countless hotels all over the globe.

I do know that much progress was made already 20 years ago.  Alone creating awareness and a new mindset to protect the environment was not an easy task. I remember well the many discussions we had with the local major who first did not like it at all. – Well, I know. he would have loved to see his name on the cans, not that of the hotel. However putting up garbage cans seems small considering the many opportunities hotels have to work sustainable and environment friendly. Hilton Hotels has their ESG initiative focusing on energy, water and waste reductions to be cut by 50% by 2030, so says their CEO, Christopher J. Nassetta in 2022. Marriotts sustainability efforts are equally streamlined and focused. The company is looking to reduce their carbon footprint by 50% already in 2025 and dedicate substantial resources to achieve their goals. How this plays out has to be seen. Fact is, that statistical averages will not provide total transparency. It is up to the new leaders, todays young career hoteliers to become active in this area. Since environmental responsibility is on everyone’s horizon I personally do not believe that hoteliers will let a good opportunity pass by and make judgement because environmental responsibility is not a company priority. It is pretty much part of the global awareness, that it is simply part of the job and the world in which we live and work.

Conclusion:

Overall, the expectations of those who entered the hotel industry decades ago and the young hoteliers of today do indeed differ substantially. It is up to these hoteliers to choose the company they want to work in based on the criteria I have discussed.  The top global companies, I always talk about, do offer the programs, incentives and opportunities for a perfect hotel career.  Not only to those who are ambitious and want to make their way into general management or higher but also to those hoteliers, who are happy to perform their tasks at a more sustainable level with the right work-life-family balance in mind. The hotel industry, just like any other has evolved and is today one of the largest employers on the planet.

The one thing, which has not changed in this business and those who want to work in this industry are visions of travel and adventure avoiding monotonous jobs in banks, insurances, manufacturing plants or in government jobs.The hotel business offers something for everyone. If you need to get some insights, some clarity or have questions, don’t hesitate and book a free career call with me. It is free, it is international, and it might be the beginning of something Big.

Have a great career journey !

Helmut H Meckelburg

PS: Please read “Thecareerhotelier.com” in your language. Go to Google translate > Website > Language. and in seconds my website will show in Arabic, Spanish, German, whatever you choose.