Andrew Hazelton – Articles

curiosity about the ‘hot functions’ is keeping both organisational leadership teams as well as individual executives preoccupied. How can one best reshuffle or complement one’s existing leadership team? Are there specific experiences or skills which could further enhance one’s own executive profile – and thus one’s ‘marketability’?

We are frequently asked by leaders in our industry what roles are ‘hot’ and where are we seeing movement? That curiosity is reflective of our highly competitive sector, one where individuals are eager to further their professional development but also an industry where scarcity of talent remains an issue – and the pandemic, perhaps counter-intuitively, will probably exaggerate this even further. Of course, one cannot deny that at present there is a larger than usual talent pool for employees to pick and choose from. However, the pandemic has also caused some considerable ‘talent haemorrhaging’, with executives having taken the decision to re-orient their career or to leave the sector for good. On top of that we have already witnessed well-capitalised industry players starting to ‘snap up’ talent so that they are ahead of the curve when it comes to driving and shaping the recovery.

The hospitality industry finds itself in a state of flux. Many organisations have had to restructure – thus not only forcing many executives to re-evaluate their professional careers, but also the organisations themselves to more critically assess internal workflows, staffing levels and productivity, as well as general business strategies. ‘Change management’, ‘adaptability’ and ‘innovation’ are certainly the buzzwords which are front of mind.

It would be an understatement to say that the service-hospitality industry is experiencing unprecedented times. The global ‘Black Swan” event has arrived, and the light at the end of the tunnel appears the size of a pin hole. However, our industry is critical to the ongoing wellness, social connection, and enchantment of consumers, so it will certainly persevere ― hotels will re-open, cruise ships will set sail, restaurants will seat guests, galleries and studios will re-engage visitors, and the Vegas lights will again dazzle.

Today’s restaurant industry is extremely competitive. More than ever, brands rely on technology to capture market share while, at the same time, speak to their multigenerational customer base. How to best navigate these waters falls on the company’s Chief Information Officer (CIO). Gone are the days when the CIO focused solely on internal infrastructure. Today’s CIO must be focused on customer-facing technologies, e-commerce, social media tech, cybersecurity… all while upgrading legacy POS, inventory, and labour management systems. With this shift in focus comes a shift in strategy when identifying a restaurant brand technology leader for the future.

Last week, many of the international senior cruise line executives gathered at Seatrade Europe in Hamburg, Germany. Industry leaders exchanged thoughts and insights with port and destination representatives as well as land-based tour operating partners. Overarchingly, “sustainability” was the topic of conversation – everyone agreed that consumers and cruise businesses alike, as well as the industry’s various partners and travel intermediaries, have grown increasingly concerned about social and environmental impacts of tourism and have started to demand, and implement, concrete action plans addressing key sustainability issues.

Later this month the 25th Annual Lodging Conference will be held in Scottsdale, Arizona, an event that historically caps off the “conference year” for many in the hotel business. It is a time to reconnect with industry friends and colleagues, but it also gives us a few days to pause and reflect on the past year and speculate on the year to come. Heading into the event there are a number of agenda items that pique our interest, so let’s dive in.

Extreme competitiveness in today’s business world demands that hotel companies consistently outthink and outpace companies within and outside their immediate hospitality verticals. Such competitors include cruise lines, home-sharing, and other luxury or niche experiences like “glamping,” all of which constantly strive to dominate market share. Identifying and securing superstars for senior leadership roles is the cornerstone for ongoing company performance in branding and profit share. Here, companies must be forward-thinking by looking at the “best-in-class” talent from other segments and specifically those within the wider hospitality industry. This is not a new idea, but with the competitor set constantly evolving and broadening, hotel companies need to raise the bar on a continuous basis. This best practice makes sense and can be extremely effective when implemented thoughtfully according to a well-defined strategic purpose.

Studies in consumer marketing theory reveal that, like human beings, products, services, and locations have “personalities.” Indeed, considerable research supports the notions that (i) brands have human-like characteristics that distinguish them from each other, which make them important to consumers, and (ii) consumers become “engaged” with brands, meaning that they can feel special emotional and symbolic connections with certain brands. Along these lines, it could be argued that the casino-gaming industry is evolving in its brand identity and personality, whether by default or design. Further, this apparent evolution is redefining this consumer market in broad and perhaps even unexpected ways. Let’s use Las Vegas as a case study.

True servant leaders will pause and then decide on a course of action geared by wanting to achieve best outcomes for the greater good of their teams and their perspective company. So, the real million-dollar question that the up-and-coming talent out there should ask itself is: “What impact will this action or response have on my team or company culture?”

Cruise companies have been dipping their toe in the wellness waters for quite some time, with Seaborne being one of the latest, announcing two new Wellness Cruises for 2019 and 2020, one from Athens to Dubai and the other from Auckland to Sydney. The question for the cruise industry is not whether to pursue wellness theory and practice to entice the “new-to-cruise” set, or even to help tantalize and retain loyal-cruisers. The critical question is how brands should best do this. As such, this article communicates important findings from leading-edge research and the current thinking about best practices to support the cruise industry and their employees and guests to “seas the day.”

We are in week eight of the new year and it is fair to say that 2019 is well and truly underway. But ask yourself this, does the same hold true for your own new year’s resolutions…? Chances are that the answer to this question is a resounding “no”. As part of our personal brand building and professional visibility leadership series, we have therefore decided to inspire hospitality executives and to provide them with the one new year’s resolution which should be easy to live up to – and, if pursued rigorously, it can proof powerful in helping executives to enhance their own personal brand.

Hotel organizations in today’s global marketplace compete heavily, not just among one another but also with other service-focused verticals and customer-facing businesses, in attracting and retaining top talent. Robust compensation and benefits packages certainly help meet candidates’ conditions of satisfaction, but these are not enough anymore for retention in the absence of one specific benefit – namely, a company culture devoted to “employee engagement.”

As part of our investigative C-Suite miniseries, which takes a closer look at and profiles the key senior leadership functions at hospitality companies around the globe, AETHOS now attempts to paint a clearer picture of the Chief Marketing Officer (CMO) role and the leaders who define it. Thus far, we have profiled the changing roles, competency sets and backgrounds of the Chief Commercial Officer, the Chief Human Resources Officer and the Chief Information Officer. Arguably, the CMO is another important piece of the puzzle – not yet completing, but certainly providing a much more comprehensive picture of the management teams of hospitality organisations around the globe.

The tech era has highlighted the importance of data mining and data wrangling and has made these processes critical when it comes to decision-making and even tactical execution. It is easy to assume that evidenced-based insights and models would only apply to business metrics and issues, but the burgeoning science of Human Resources shows that “big” data can help in “big” ways to positively impact people metrics and issues. The use of legally defensible psychometric assessments in hiring and succession planning offer clear examples of this.

We have previously explored the fundamental association between relatability and professional visibility. Subsequently, we have further defined that concept of professional visibility and segmented it into three components: credibility, confidence and charisma. Here, we examine the notion of ‘engaged leadership.’

AETHOS recently “picked-the-brain” of Josh Lesnick, President & CEO of Associated Luxury Hotels – the parent company of Associated Luxury Hotels International (ALHI) and Worldhotels. Both are leading global hospitality services organizations that specialize in luxury-level and upper-upscale independently owned or operated hotels and resorts around the world. Associated Luxury defines success as enabling their member hotels to maintain an independent identity while competing effectively with the world’s biggest hospitality chains.

Last month, we investigated what it takes to be visible in the professional market place and concluded with the suggestion that “visibility” is only worth something if it is tied to “relatability”. In this article, we stipulate that the former and the latter should be complemented by “executive presence”. Google “executive presence” and you’ll be “inundated” with 163 million hits. You’re bound to learn useful tips if you can somehow sift through this avalanche of material to find the tried and true nuggets of wisdom. Or, you could take the Dale Carnegie’s course on public speaking or immerse yourself in leadership books that aim to describe and nurture executive presence reportedly from academic perspectives.

Following our announcement last month, as part of a new “pulse” leadership mini-series, AETHOS is taking a closer look at ‘executive presence’. The purpose – to draw each and every reader’s attention to its own level of self-awareness and for everyone to critically ask themselves: “What are the competency sets which help me stand out from the crowd?” and “Which attitudes and personal habits should I hone to elevate my profile in the industry?” To kick-off this series, AETHOS investigates what it takes to be visible in the professional market place and suggests that ‘visibility’ is only worth something if it is tied to ‘relatability.’ If people cannot connect with you, or have difficulty in ‘reading you,’ you will not be able to leverage any professional visibility that you might have.

Welcome to the ‘urban, global jungle’ better known as ‘today’s job market’. Whether you’re new to the workforce or a developing leader eager to climb the corporate ladder, you’ve probably been told or read somewhere that ‘survival of the fittest’ in this jungle means being career-focused and fixated on gaining an edge, discovering your metaphorical hedgehog, carving a competitive advantage, or establishing a personal brand.

A 2009 article in Supply & Demand Chain Executive was perhaps the first authority that began publicly highlighting the increased emphasis and value-proposition of having a Chief Commercial Officer (CCO) in the C-Suite. This role has complexity, nuance and diversity that transcends that of a President, Vice President or even Chief Operating Officer. The aim is to better harness the entire commercial power of an organization and brand. In simple principle, this means being responsible for aligning commercial strategy and the development of an organization, but in practice it entails a myriad of competencies and activities tied to marketing, sales, product development and customer service, which when properly integrated, drive business growth and market share. The role can be notoriously difficult to fill with a “superstar” because it demands a professional with domain knowledge of the relevant field combined with strong marketing, financial, business development and technology skills. Arguably the role becomes even more specialized in the hospitality industry, whereby internal and external brand promises hinge on a dedicated people-first mentality.

Hospitality companies can profitably study and learn from the business, branding and technological lessons born from the cruise sector. What this “niche” accomplishes is nothing short of remarkable - it is a unique amalgam of hotel, restaurant, gaming, entertainment and travel-tourism components, all packaged within a mobile resort that is typically global in its operations. It is also a fierce competitive force for the broader hospitality industry. According to the ‘2018 Cruise Industry Outlook’ report published by Cruise Lines International Association (CLIA), the demand for cruising has increased over the last five years by nearly 21%, with 27.2 million passengers expected to cruise in this year alone. The vast majority of passengers still hail from the US, followed now by China and Germany. This means that growing the market share is an opportunity to be tackled by the various cruise lines.

The hospitality industry is one of the world’s largest employers; the cruise sector is arguably one of the sub-segments which records one of the strongest growth rates (note: The Cruise Line Industry Association, CLIA, predicts 27 million passengers by the end of 2018). With that in mind, it is no surprise that everyone wants a piece of the pie. Although the market is dominated by just a few big players, new competition is muscling in. AETHOS recently assessed what it takes for one of those new competitors, the traditional lodging operator, to move into the cruise sector – looking predominantly, at human resources and talent management. One key decision that we have not yet discussed is the relevance of the country where a cruise ship is registered – does or does it not impact the ability to attract and retain talent? Could it have an adverse impact on employer branding?

Optimism and energy were on display at this year’s Seatrade Conference in Fort Lauderdale, Florida where industry insiders proclaimed that the ‘cruise business is strong’ and ‘the future continues to look promising.’ As usual the conference’s annual keynote address did not disappoint, as executives from major cruise companies provided attendees with their candid and insightful opinion on the overall state of the cruise business and where it is heading. During the keynote we heard from strategic executives at Norwegian, Carnival, Royal Caribbean, MSC Cruises, Virgin Voyages and the Ritz-Carlton Yacht Collection. As we were in attendance this past week, AETHOS took note of a handful of major sound bites.

It’s no secret that the timeshare industry has witnessed its fair share of change over the last few years, especially with all the consolidation and spin-offs. Just recently, Wyndham Worldwide (NYSE: WYN) announced it will be mirroring the actions of Marriott and Hilton and will be spinning off its vacation ownership division, ultimately resulting in two publicly traded companies.

Industry observers will have noted that restaurant organizations worldwide are facing a more crowded market space. With it comes a plethora of old and new challenges. Those that restaurant entrepreneurs and larger corporations have struggled with for decades, and that will continue to be “hot topics” going forward, include, for example, skill shortage, succession planning and retention as well as fierce competition from the “new kids on the block” (i.e. the up-and-coming and sexy start-up brands). “How do we keep our staff?” and “Who is the person best equipped to handle the expansion plans of our business?” are questions discussed at most senior management meetings.

There are five enduring core issues (and potential pain points) in HR – Compliance, Compensation and Benefits, Organizational Dynamics, Selection and Retention, and Learning and Development. Of course, each can be impacted by real or perceived changes in market conditions and advances in HR theory and practice. Thus, we have the rise of specific buzzwords and increased attention to particular hot-button topics.

Whether through social media, internal referral systems or recruiters, companies searching for top talent consistently ask me and other AETHOS partners for advice and guidance on interviewing people to determine whether they will likely thrive in a meritocracy. That’s the name of the game in today’s hospitality industry – though not everyone is equally equipped to excel in such an environment.

If traditional “Employee Engagement” or “Opinion Surveys” are akin to what employees and team members say to an organization’s proverbial face, then Glassdoor.com is what they’re saying behind the organization’s back. Therefore, this particular social media feedback can give companies an opportunity to gain unique insights to help evaluate and improve its internal and external branding. That’s the business case for monitoring Glassdoor in principle. But, what tends to happen in actual practice within organizations? AETHOS recently surveyed more than 50 HR professionals from best practice hospitality companies to understand the extent to which they give credence to and leverage Glassdoor as a business tool.

Some atypical brands are both iconic and notable for their nostalgia factor. CEO Bill Simpson is the current steward of a business grounded in one of these rare brands – Hershey. Everyone knows and loves the chocolate, but Bill has worked for approximately 20 years to make Hershey Entertainment & Resorts (HE&R) a premier guest service company wrapped in a timeless destination that provides memories that are just as sweet.

The greatest return on investment lies in bridging the gap between performance expectations and the daily realities of the job. The very best way to ensure this is happening is by aligning leadership and the HR department. The plan of attack? Back to the basics. Candid and open communication is the best way forward. If leadership is truly welcoming HR to have a seat at the board table, HR executives must step up and secure their place.

When we began our careers in the hotel business, it was widely thought that our industry paid executives rather poorly. Is that still true today? If CEO pay is any indication, it appears that stigma needs to change. In fact, based on our 20th review of hotel CEO pay, one could say that the industry is a vehicle for getting rich.

Everyone is a chatty customer in the world of social media. It’s no surprise therefore that brands are no longer created or its perceptions managed by marketers, but rather by consumers. And these talkative consumers now include your employees. Welcome to the new reality of transparency courtesy of the 500-pound social media gorilla called “Glassdoor.”

AETHOS has recently profiled more than a 1,200 HR leaders from around the world. Results across ten core competencies that independent studies validate as significant predictors of performance in the service-hospitality industry indicate that modern HR pros look increasingly like CEOs and decreasingly like their peer set from five years ago.

Consequences of M&A activity in the hospitality industry are increasingly making headlines, fuelled by a greater complexity of owning- and operating structures and an ever larger number of international stakeholders... What are the best practices to protect oneself from unwanted consequences?

This era of big data, global connectedness, and instant access to a wealth of social media information makes it tempting for organizations sourcing or vetting executive talent to assume that it is easy to “see what you are getting” with potential candidates. After all, the logic goes, most everything about people’s professional and even social backgrounds would seem to be codified and quantified online or otherwise documented and accessible somewhere.

Keeping in mind the heightened M&A activity and the international buy-out or take-over activity that the hospitality industry is currently witnessing: How well do you think your organisation would fair if it were made up of likeminded individuals not used to be challenged or questioned by a different perspective? By individuals who predominantly come from the Western world and, although having gained international work experience, who have first and foremost made their careers in European or American institutions with belief systems quite distinct from their Asian counterparts?

Alignment has been a commonly spoken “business mantra” for years, although Human Resources professionals would agree that misalignment is a common issue that is neither comprehensively discussed nor addressed in today’s workplaces. That performance gaps and lapses in resources exist is not debated. What’s now needed to advance the conversation is evidence-based guidance on identifying and rectifying the catalysts of misalignment.

With the ALIS conference kick-starting today, it is fair to say that the hotel and investment community ‘formally’ begins its year. It is a foretelling summit which sets the tone for events around the globe to follow – whether it is the International Hotel Investment Forum in Berlin, the Hotel Investment Conference Asia-Pacific in Hong Kong, the Africa Hotel Investment Forum in Toga or HotelsWorld in Sydney. So, what topics are likely to be discussed by the delegates and industry experts?

Millennials are easily bored if not intellectually or socially stimulated the right ways - this is a significant and potentially costly challenge for businesses as they strive to curb turnover of employees with lower engagement, loyalty to company and a threshold for job-hopping.

Is HR Suffering from Multiple Personality Disorder? - During a recent mini TED-talk AETHOS held in Las Vegas with senior leaders in casino and gaming, one speaker noted the difference between aspiration and aspirational. This distinction strongly resonated with attendees who lamented that while the hospitality industry does well innovating on the product and service side (business practices), the industry has yet to advance its people practices and simply relies on familiar but outdated modus operandi.

Buzz words like bench-strength, engagement, alignment and strategy have variously served as HR mantras and mission statements over the years. The recent and industry-leading 2015 HR in Hospitality Conference (Las Vegas) is now a memory, but it left a “new” buzz word with all attendees… innovation.

"Bringing in someone from outside [the sector] can lend new perspectives and experiences and produce extremely positive outcomes. The key is to know where to look, identify the needed skill-set, and then be sure to have a systematic on-boarding process in place to set up your new leader for ultimate success."

What are the factors that decide how much a General Manager should be paid? AETHOS looks at compensation trends in North America’s top 6 cities to answer this question.