The first tip from Supranational on revitalising your hotel was to "bring in new operations and marketing managers every five years to encourage fresh thinking and new ideas" (Side Orders, Caterer, 19 January, page 16).
I'd be understating it if I said this is a sweeping generalisation. We are already an industry of excessively high staff turnover, with correspondingly high recruitment costs. Now we're being encouraged to swap key managers even if they're doing their jobs well and in many cases are the reasons customers come back!
What about cross-training managers on other aspects of the business, encouraging new ideas and fresh thinking from existing staff, or even bringing in a consultant to provide a fresh pair of eyes to aid seasoned, loyal and effective managers?
The Tourism Business, York
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