New employee relationships are created when hotels start hiring again


Through communicating with its customers and third party partners, financial technology company DailyPay has released insights on how recruitment has resumed in industries across the country as companies learn to deal with the COVID-19 pandemic.

After the sharp decline in employment in April, hiring in the U.S. hospitality sector rose 15 percent in the three weeks May 11-31, compared with 20 percent in fast food restaurants, 23 percent in supermarkets, and 24 percent in the care industry.

Click here to see Hotel Management’s full COVID-19 coverage

DailyPay, which develops software to integrate with payroll and time management systems for companies like Westgate Resorts, 21c Museum Hotels, and Arbor Lodging, researched how businesses fared at the start of the downturn. “How quickly have you reduced the working hours for your employees?” said Jeanniey Mullen, Chief Innovation Officer at DailyPay. “If you used to work eight-hour shifts in which you played an hourly role, now you work six or four hours. More importantly, what were the reductions for all staff? ”

Virtual event

Hotel optimization part 3 | January 27, 2021

With 2020 lagging behind and widespread vaccine distribution on the horizon, the second half of the new year is just around the corner, but for the first quarter (and most likely well into the second quarter) we’re still in the middle of what is undoubtedly the lowest was point of the pandemic. What can you do now to assert yourself and prepare for a successful year 2021 and beyond? Join us for Part 3 of Hotel Optimization – A Virtual Event on January 27th from 10 am to 1:05 pm ET for panels of experts focused on getting you back in the black.

For the hotel industry, according to Mullen, everything “fell off a cliff” quickly, and working hours and the number of employees fell as occupancy and income fell. But as infection rates slowed and some states and cities planned to reopen, hotels brought workers back and increased working hours. “We saw a 5 percent return to work rate three weeks ago,” said Mullen. “Two weeks ago we saw double-digit growth for hospitality and hotels.” The following week also saw double-digit growth. So we’re seeing it’s more of a full-time resurgence, and we expect to see it fall off the cliff over the next three weeks to see what they call ‘hockey stick growth’. seeing a spike right back up and almost back in full swing. ”

According to Mullen, hotels have conducted past financial research to identify best practices when reopening. “We’re seeing a lot of preparation,” she said, noting that hotels often partner with other businesses such as parking garages and food service providers, so a downturn in one sector can easily damage another and requires collaboration between many segments. “There is a lot of administrative work behind the scenes that has to come into play,” she said.

Rebuild relationships

At the height of the outbreak, some key workers in a number of industries were able to secure dangerous or heroic wages. With more workers back online, paychecks can now go back to what they were before the pandemic. Similarly, some workers on leave returning to work may find they earn more against unemployment. “Every business needs to rethink what it pays its employees and make decisions that meet market demands and employees’ financial needs, and how it works for everyone,” said Mullen.

As the country adjusts to new norms, workers’ expectations of their employers have changed, Mullen said. “In addition to COVID[-19]You have a new generation of workers … who are very used to experience and to see employers as real leaders, “said Mullen. In the post-COVID economy, employees expect their employers to lead them in three different ways: “The first is about their personal safety,” she said. “The first is in your personal safety,” she said. “A lot of people are afraid to go back to work and interact with people.” With this in mind, employers need to demonstrate how they protect their workers and consumers through social distancing and personal protective equipment.

The second path employers can lead is financial security. When a significant part of a team has been laid off or hours have been cut, employees may feel unsure whether to return to work. “Am I going to work for a few months? Are you going to restructure or are you going to have layoffs? So employers really have to take the lead and show how this financial security exists, not just offering flexible working hours or possibly increasing the base salary or even the daily salary – that will not be enough. It will take a long time to restore that confidence and make people feel that their jobs are not going to be cut or that they will not be financially affected again in the fall, when there is a resurgence in some cases. ”

The third way is social. “We see that employees really look to employers to support their social needs,” said Mullen. This can be to support a workplace with employee resource groups, use additional communication, or simply emphasize the value of the employees themselves. “All eyes will be on leadership to really bring a consolidated message together – something that really shows a lot of care for the people and a lot of compassion.”