Creating a digital employee experience protects a hotel’s best interests and enhances productivity, while concurrently meeting the employee’s quality of life concerns
Not many know that almost 75% of MGM Casinos’ income comes from nongaming ventures; a good chunk of its business comes from hosting conventions and events. This means that its actual growth is coming from its lavish hotel rooms and F&B outlets rather than the poker tables. Does it mean that one of the world’s biggest casino companies is now a hospitality player?
Why are we talking about casinos here? Because, the world around us is rapidly changing and this change is redefining business dynamics. Technology and globalisation have paid a key role in this disruption, which is also altering the way people function as professionals. In this era of Volatility, Uncertainty, Complexity and Ambiguity (VUCA), it is time for organisations to reorganise their human resource (HR) strategies.
Hotelier India speaks to Gurmeet Singh, senior area director, HR, South Asia, Marriott International, Gurleen Bhalla, HR director, The Ritz-Carlton, Anurag Mishra, HR manager, ITC Gardenia, Bengaluru and Ishrat Noor Siddiqui, head, HR, Radisson Blu Resort & Spa Alibaug about ways to hire the right talent, nurture them, put them on the right growth path and create an environment that gives them the opportunity to fail and succeed in equal measure. After all, only those who fail can learn from their mistakes enough to not repeat it again. And all this in a constantly evolving and digitally connected world.
How disruptions in the VUCA world led hotels to rethink their HR strategies:
Gurleen Bhalla: We have always tried to create a nimble, agile and resilient environment. We encourage our teams to act quickly, fail fast and bounce back. To ensure speed and agility, we empower everyone in our teams, so that quick action can be taken. High quality talent is recruited and interactions across levels and functions are always encouraged.
Ishrat Noor Siddiqui:
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