by Vera Champagne, Lecturer in Human Resources at Les Roches Marbella
Early reports on possible hidden opportunities for the future also emphasize this capacity to adapt to change as a key competence, as well as the ability to use our intrinsic power. This makes me convinced that not only do we need to adapt, but we also need to push others to accept change, accept ambiguity and innovate. These will be qualities that we need to strengthen now and will help us to rebuild the hospitality industry.
The impact of the global crisis caused by the COVID virus will have a long-lasting effect on lives across the world. The hospitality and tourism industry is currently on pause, and looking for new opportunities to come back from this, recover and strive. In some countries and regions, the strategy is to collaborate to attract customers/tourists back again in a different way. Instead of competing with prices and ‘killing the overall market and competition’; other sources indicate the importance of creating experiences and differentiating in such a way to have a competitive advantage.
A service-focused approach will be at a premium
Whatever strategy hospitality companies decide to use, the employees will be key players not only for implementing the strategies but also in creating and improving them. Therefore, in the hospitality industry, the focus has always been and will continue to be on professionals with a service attitude and a desire to keep up with standards and fulfill expectations. This will still be the case in a post-COVID world, but most of all, companies will value and search for employees that are resilient, and who can cope with ambiguity and disruptive changes. Professionals that are innovative and think outside the box while still having a service-focused approach will be at a premium in this new industry outlook.
Although some of us want to go back to ‘how it was before’ (or what others call ‘back to normal’), it can be assumed that ‘normal’ will never be the same. Those who understand this, and despite the challenges we have are reinventing themselves to grow and make others grow, are the future leaders of the industry. Those who are looking for excuses, waiting for this to end and then go back to how it was, probably do not have the attitude that will be needed to recover and lead successfully in a post-COVID crisis future.
Early reports on possible hidden opportunities for the future also emphasize this capacity to adapt to change as a key competence, as well as the ability to use our intrinsic power. This makes me convinced that not only do we need to adapt, but we also need to push others to accept change, accept ambiguity and innovate. These will be qualities that we need to strengthen now and will help us to rebuild the hospitality industry.
