LETTER FROM CHAIRMAN

September 2014

When I stay at hotels or timeshare resorts, I usually spend time, chatting with people who are at the customer interface especially those in front office, guest relations and room service. These are people who anticipate your every need answering calls, delivering meals, cleaning rooms, carrying your bags, and helping make your stay comfortable.

According to human resource consultants, the people factor rates very high in the hospitality business. What will make your guests happy in the resort depends on the quality of attention your people can provide and the level of service they can deliver. So we need to be careful and ensure standards that will make our guests, comfortable and satisfied.

There’s another thing I have noticed in my people interactions in the hospitality business. Employees in the timeshare space are willing to move to hotels to further their careers, but people in hotels are not too excited to make that switch to a timeshare resort.

Let’s make timeshare jobs attractive

I recently met a senior chef from a top rung five star hotel who was contemplating a change; I suggested timeshare resorts to him - one or two of the leading ones I could call, and open a few doors. His response totally baffled me. Definitely not timeshare, was his response. According to him, the money wasn’t good enough and the facilities were inadequate – he also felt timeshare would send him down the corporate ladder.

I find that strange, and disturbing – according to me, these are two sides of the same coin. You may have larger or smaller resorts, but on equal footing in terms of business profile and size, employees should find both attractive in terms of prospects.

The scenario described above is largely urban, or semi-urban. A study we did recently gave us new insights on timeshare providing employment opportunities in interior locations, once the basic hiring criteria are met. Employment opportunities off the main grid can reduce migration to cities and help create wealth and skills in these areas. Now that sounds encouraging.

Let’s introduce industry standard training programs

Each organization breathes a mantra that is uniquely distinct – reflecting its approach to the business, the customer and its internal resource – primarily, its employees. Your employees are your stock in trade and exposing them to domain related training programs gives you the opportunity to share and enable some of the best industry practices.

It’s also important to identify the bright sparks in your organization. Everyone is not made equal – there are some people who are blessed with special skills and we have to find ways to discover and nurture these skills.

Let’s provide opportunities to grow

A good friend of mine in human resources has this to say about the hospitality business and how smart people can go up the ladder. And I am quoting what he said, verbatim – “I have seen bright young girls at the reception, taking on PR roles as they grow in the organization. I have seen waiters become restaurant managers, drivers taking on skilled maintenance roles and lift operators, moving to the concierge desk. If employees look beyond their roles and see how they can grow or contribute constructively, the sky’s the limit.”

Where there’s a will, there’s a way. We all need to play that role of the Godfather, whenever we can.

B. S. Rathor
Chairman, AIRDA