A dramatic upheaval is just what we need

01 January 2000 by
A dramatic upheaval is just what we need

Six months is not a long time in the broad scheme of an industry that's been around for hundreds of years; yet one summer seems long enough for opinions to change dramatically, and maybe for traditional structures to be torn down and rebuilt.

Back in March, Forte Hotels announced that it was bidding farewell to the role of the general manager in its 149 provincial UK hotels. It was a revolutionary move designed to bring about, in the words of the management of the day, "more consistency" across the company's brands.

Forte's plans were greeted with wait-and-see caution by a few (mostly other hotel groups), but with horrified outrage by the majority of people. They saw the moves as having complete disregard for the time-honoured approach to professional hospitality. Every hotel needs a general manager, they argued - it's a tradition, guests should always be met by the personal face of a "proprietor".

Six months on, however, the Forte approach evokes a different reaction. The innovations are being acknowledged as successful. Forte regional managers enjoy their wider brief and operational managers are rising to the challenge of greater responsibility.

And there lies an interesting development, largely overlooked when the scheme was launched.

The hotel industry is known for its traditional approach to recruitment, training and staff development, and establishments across the country, indeed the world, have been run on the same hierarchical lines since the last century.

Other industries have been reviewing working practices since the 1980s, breaking down management structures that saw dictatorial bosses barking orders at juniors, and replacing them with more democratic principles.

There's been a devolvement of responsibility in many areas. In banking, junior or middle-ranking staff now meet and advise important clients with only a passing reference to senior management; in the airline industry the most junior stewardess is now allowed to talk directly to the captain of her aeroplane.

But in the hospitality business, things have remained much the same. Until now. If the Forte approach continues to succeed, in bad times as well as good; if it gathers momentum and is applied to other areas of operation, such as the kitchen, housekeeping, maintenance and recruitment; and if other hotel chains follow suit; then it could mean the beginning of a sea change in the way staff are structured and taught to respond.

If Forte achieves nothing more, it will at least have forced the industry to review some working practices. And that is never a bad thing.

FORBES MUTCH

Editor

Caterer & Hotelkeeper

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