HOTEL MANAGEMENT 1

A Strategic Career Plan for Hotel Management

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HOTEL MANAGEMENT 2

A Strategic Career Plan for Hotel Management

The hotel industry provides one of the most important hospitality services in the world.

However, the industry is constantly evolving to meet the demands and improve the quality of the

service being provided. Events that have taken place in the world such as the COVID-19

pandemic have influenced trends observed in the hotel industry like the extensive use of

technology and digital platforms as well as the change in consumer preferences (Serbulova et al.,

2020). The need to become a successful hotel manager requires an individual to possess a

comprehensive understanding of prevailing trends, characteristics, and future outlooks to be able

to provide quality desired services to customers, effectively provide leadership, and embrace

needed technologies. Those aspiring to be hotel managers should be in a position to understand

the current state of the industry to remain adaptive and resilient and come up with a strategic

plan to face potential challenges that contribute to their professional growth and the overall

success of the hotel.

The hotel industry is characterized by its cynical nature that is heavily influenced by

customers' economic conditions, evolving demands, and travel trends. This industry is

experiencing intense competition that pushes establishments to continuously innovate to stand

out. An important area of focus is customer experience to the services provided. Therefore,

hotels are forced to provide customized services to customers to be memorable to build brand

loyalty (Górska-Warsewicz & Kulykovets, 2020). Another key characteristic of the industry is

sustainability because it helps the industry reflect on global awareness of environmental

responsibility. For instance, hotels make sure that waste resulting from leftovers is reduced.

Furthermore, the COVID-19 pandemic was instrumental in popularizing and adopting online

booking platforms for customers and increasing the online visibility of hotels through social

media platforms and hotel websites. Hotels that have adapted to these changing business models

have increased their bookings over time as well as their profits.

Several trends are currently influencing the dynamics that are transforming the hotel

industry which include technological integration, sustainability initiatives, a rise in boutique and

lifestyle hotels, and the availability of remote services. Firstly, the integration of technology is

important to craft personalized guest experiences as a way of revolutionizing the way hospitality

services are delivered (Buhalis et al., 2019). Integration of technology allows the management to

allow customers to list the services and food that they want so that they are delivered

accordingly. For instance, different customers belong to different cultural backgrounds which

means that the food they take or the services they receive is different. Secondly, the world is

moving towards environmental sustainability and since the hotel industry is a great contributor of

waste, eco-friendly practices like food sharing are recommended to minimize food wastage.

Some clients need more than conventional services leading to the rise of lifestyle and boutique

hotels. This allows such customers to enjoy the culture of the locals including their fashion.

Furthermore, the COVID-19 pandemic challenged many hotels to embrace the use of remote

services to increase stringent hygiene protocols. Therefore, hotel managers need to navigate

these trends to stay abreast of the shifts within the industry to make sure the hotel sustains its

competitiveness in the market.

The projected outlook for the hotel industry is largely observed through the economic

resurgence of the post-COVID-19 pandemic which is necessary to ensure the recovery of the

industry through innovation. This economic research projects a change in the role of hotel

managers because it demands a combination of strategic vision, leadership acumen, and

adaptability. It is because the change that has been brought has led to additional roles and duties

to those that are traditional to operational factors to incorporate fostering innovation, resilient

organizational culture, and navigating unpredictable landscapes (Majumdar, 2021). One of the

factors that managers need to understand is the use of data in making critical decisions. This

helps to understand market trends and act accordingly. Additionally, the hotel management is

gearing towards the use of technology systems for efficient service delivery. Therefore, hotel

managers need to understand the technologies that should be integrated as well as their working.

The short-term plan for aspiring hotel managers is limited to 1 to 2 years and should align

with the long-term plan. Firstly, a specific plan for an individual to become a reputable hotel

manager is to start by enrolling in a hospitality management certification program to enhance

their skills and knowledge (Weber et al., 2020). There will be also the need to attend industry

workshops and conferences to stay updated on the latest trends and build networking. The

measure that one should take is to ensure that they achieve their certification within a year and

establish a network of about 60 professionals as they take part in the conferences. To ensure that

the plan works, one should allocate about 12 hours per week for self-study and coursework and

also actively participate in online forums and discussion groups related to the hotel industry.

Moreover, to make sure that the plan is relevant, one needs to identify and complete a short-term
HOTEL MANAGEMENT 5

internship to gain practical industry experience. This experience can also be gained through

volunteering when an opportunity has presented itself in hotel management from any business.

Lastly, the plan must be time-bound by ensuring that the certification program is completed

within a year. The number of industry conferences and workshops that one should attend should

be about six within the stipulated two years.

The strategic long-term goal for an aspiring hotel manager includes an extensive plan that

should be between three to five years. The specific objective that should be pursued by an

individual is enrolling for a three-year Master's degree program in hospitality to expand their

theoretical knowledge as well as unlock advanced career prospects. At the same time, one needs

to gain practical experience across several hotel departments to have a holistic understanding of

hotel operations so that they can be in a position to foster adaptability and refine their leadership

skills. One should ensure that these goals are measurable and achievable since they act as a clear

roadmap for their career. This involves planning to ensure that the Master’s degree is completed

within a five-year timeframe. It is also vital that one is committed to holding managerial roles in

at least two distinct hotel departments. Such kind of progression is strengthened by dedicating

focused time to hands-on experience in diverse areas like the front office, food and beverage,

marketing, and waste disposal (Kapoor et al., 2023). Additionally, the plan highlights the

implementation of a sustainability initiative within the hotel or participation in a related project

by aligning with the industry's growing emphasis on environmental responsibility.

Furthermore, the relevance of the long-term plan is expressed through a commitment to

seek mentorship from experienced hotel managers or industry experts to foster a continuous
HOTEL MANAGEMENT 6

learning mindset. For instance, attendance at advanced leadership and management training

programs is prioritized to enhance leadership skills and stay abreast of evolving industry trends

as well as the technology being used (Kapoor et al., 2023). Moreover, the time-bound nature of

the plan stressed the ambition to attain a managerial role within three years and complete the

Master's degree within the stipulated five-year period so that no delays are experienced in the

process. The importance of having this strategic approach is to ensure that a well-rounded and

informed progression is attained toward becoming a proficient and successful hotel manager in

the dynamic world of hospitality.

In conclusion, having a successful career in hotel management requires someone who is

all-rounded in understanding the trends of the industry, customer behaviors, technologies used,

and employee management skills. The world of hospitality is dynamic and keeps on evolving, for

example, during the COVID-19 pandemic, hotels embraced the use of technology to facilitate

online booking. Therefore, to become a respected, skilled, knowledgeable, and transformative

manager within the hotel industry, one should set short-term goals and long-term goals to

support them to succeed the mentioned attributes. The essence of these plans is to ensure there is

adaptability in an evolution for sustained success. Continuous learning that is within the plan

catalyzes professional growth and ensures relevance in the ever-evolving field of hospitality. It is

also important to have active engagement in professional networks to cultivate valuable

connections and offer insights, mentorship, and opportunities that are critical for navigating the

complex landscape of hotel management. Generally, strategic planning and commitment to

ongoing development are vital for building a resilient and flourishing career in the vibrant and

competitive hotel industry.

References

Buhalis, D., Harwood, T., Bogicevic, V., Viglia, G., Beldona, S., & Hofacker, C. (2019).

Technological disruptions in services: lessons from tourism and hospitality. Journal of

Service Management, 30(4), 484-506.

Górska-Warsewicz, H., & Kulykovets, O. (2020). Hotel brand loyalty—A systematic literature

review. Sustainability, 12(12), 4810.

Kapoor, R., Singh, A., & Manchanda, G. (2023). Hospitality internships and green leaders:

analyzing the engagement of interns with hotel sustainable development

practices. Worldwide Hospitality and Tourism Themes, 15(3), 295-307.

Majumdar, R. (2021). Surviving and growing in the post-Covid world: the case of Indian

hotels. Worldwide Hospitality and Tourism Themes, 13(5), 584-598.

Serbulova, N., Morgunova, T., & Persiyanova, G. (2020). Innovations during COVID-19

pandemic: Trends, technologies, prospects. In E3S Web of Conferences (Vol. 210, p.

02005). EDP Sciences.

Weber, M. R., Lee, J., & Crawford, A. (2020). A suggested best practice for enhancing the

performance of soft skills with entry-level hospitality managers. Anatolia, 31(1), 76-87.