“It’s been a traumatic couple of years.” That’s how the CEO of a hotel loyalty programme sums up the COVID era. “But things are looking great now,” another Chief Executive Officer chimes in.
Or are they? Just as hotel occupancy started to recover at the start of this year, another crisis hit: Russia’s invasion of Ukraine. Flight restrictions, inflation, rising interest rates, rising food prices and supply chain issues all followed. Add to this airline and airport strikes - both gateways to holidays - and you probably wouldn’t want to be a hotel CEO right now.
There’s really only one item on this long list of challenges that hotel leaders have complete control over: how they treat their staff. They can put up their rates to weather all the financial instability and most seem to be coping with supply chain issues. But the responsibility for making hotel jobs fulfilling and fairly paid lands squarely at their feet.