The Impact of Generation Z on Peru’s Hospitality Workforce: As a leader in the real estate hospitality industry in Peru, I’ve been grappling with a major challenge posed by the work ethic and attitudes of Gen Z.
Understanding the work ethic and expectations of Gen Z is crucial for hotel industry leaders, as this generation will make up a significant portion of both the workforce and customer base.
This new generation is seeking more than just a job – they’re looking for engaging and meaningful work that aligns with their values of ethics and social responsibility. They are also less likely to adhere to traditional leadership styles and hierarchies that still characterize many of our organizations. As a result, I believe it’s time for us to rethink the way we work, moving away from siloed models and towards a more cross-functional, collaborative, and human-centric approach.
The Generation Z, as customers, demand the same values in ethics and social responsibility when seeking services. This generation, born between the mid-1990s and mid-2000s, values diversity, sustainability, and transparency, and they expect companies to embody these values in their operations. They also have a strong presence on social media, which means that their opinions and experiences can easily influence their peers’ decisions. As such, it is crucial for businesses to not only adopt these values but also communicate and demonstrate them effectively to attract and retain Generation Z customers.
The Power of Collaboration and Collective Intelligence in the Hospitality Industry
The hospitality industry in Peru is undergoing a massive shift in the way we work. It’s time to break down the traditional silos and adopt a more cross-functional and collaborative approach. By doing so, we can tap into the collective intelligence of our employees and generate new ideas and best practices that will drive our industry forward.
When employees from different departments collaborate on cross-functional projects, they gain exposure to new skill sets and expertise that can inform their career development paths. This leads to a constellation of interconnected employees who are not only more effective at their jobs, but who also feel more engaged and fulfilled in their work.
Transforming the Peruvian Hotel Industry: How HRO Leaders Can Build Stronger Relationships and Overcome Paradoxes
Managing and nurturing relationships among employees within a large hotel organization is crucial, but increasingly complex for leaders.
To navigate this challenge, HRO leaders must actively listen to and understand the needs of all stakeholders, efficiently manage dense and multi-directional information flows, break down silos to foster collaboration and innovation both within and beyond the organization, and build trusting relationships that align words with actions.
However, as the industry evolves, new challenges emerge, and previously neglected issues can become critical. By recognizing and solving paradoxes, HRO leaders can drive organizational transformation and create a more sustainable and successful hotel industry in Peru.
Enabler vs. Controller: Empowering Employees for Optimum Performance
As someone who works with leaders in the real estate hospitality industry in Peru, I understand that one of their main challenges is ensuring that team members reach their personal and organizational goals to their fullest potential. This paradoxical situation forces them to find a balance between facilitating individual growth and mobilizing collective efforts.
To achieve high performance, they must align work activities with employees’ needs, motivations, and capabilities, and provide constructive feedback to support their development. As facilitators, in my opinion, they should empower each employee to take ownership of their own career by offering opportunities to increase their employability, whether within the organization or elsewhere. By doing so, they would enable team members to become better professionals and contribute to the long-term sustainability of the industry.
To succeed in this effort, they should transform their leadership style from controller to facilitator. They should become servant leaders, embody the organization’s values, and set an example for others to follow. This means supporting each team member’s growth and development, whether through mobility, multifunctional projects, or management training. By allowing each individual to reach their fullest potential, they will also be creating a culture of high performance and accountability, which ultimately benefits the entire organization.
Personalize or Co-Construct? Balancing Individual Needs and Collective Intelligence in the Peruvian Hotel Industry
Finding a balance between addressing the individual needs of employees while also fostering the collective intelligence of the team has become more and more difficult. One way to address this paradox is to involve employees in the decision-making process, delegating responsibilities and ensuring high levels of ownership and accountability. This approach can help align individual capacity for action with the organization’s collective project, increasing skills and autonomy. However, creating a favorable working environment is also critical to enabling effective mobilization of collective intelligence.
Leaders must prioritize psychological safety, allowing employees to feel safe and confident in expressing themselves, sharing their opinions, and giving and receiving feedback for continuous learning and mutual respect. By balancing personalization and co-construction, HRO leaders in the Peruvian hotel industry can optimize individual and collective performance.
The role of technology in creating a more human workplace
Leaders in the hospitality industry in Peru have a big challenge ahead: making sure their team members reach their full potential while meeting the company’s goals. One of the key issues they need to tackle is how to use digitalization and new technologies to make the workplace more humanized.
One way to achieve this is by digitalizing our workplace. By embracing technology, we can create a more human work environment that prioritizes the well-being and growth of our team members.
We can use artificial intelligence and other forms of technology to complement human intelligence, providing us with a more diverse range of perspectives and problem-solving strategies.
We need to create a culture that embraces change and uncertainty and values the potential for growth that comes with it. We must not lose sight of our ethical and human values as we navigate these changes.
Ultimately, digitalization can help us build a more sustainable and resilient organization, but it must be done with a clear vision and a focus on our collective well-being.
From Fragmentation to Cohesion: Building Ecosystems for Sustainable Innovation in Peruvian Hospitality
In the Peruvian hospitality industry, we are facing the challenge of finding effective solutions to survive in a post-pandemic world. It’s time to break free from the bureaucracy and rigidity of highly-centralized organizations and start collaborating with others in the industry or even in other sectors to create ecosystems that promote robustness, agility, and innovation. Networking and openness on the social and societal role of each organization will be crucial in countering the macroeconomic impacts of the crisis.
All of us involved in the Peruvian hotel industry must expand our purpose beyond financial criteria and dare to create alliances that were previously unthinkable. Building such ecosystems will not only help us survive but also thrive in a rapidly changing world. So, let’s work together to build ecosystems that foster robustness, agility, and innovation.
Considering all these points for leaders in hospitality industry in Peru is difficult, as we live in a conservative society and this change usually depends on people who have been exploiting the same formulas for decades.
As a real estate expert specializing in hotel transactions, I have many successful hotelier friends and in our conversations, they express uncertainty about the many changes we are experiencing as a society in the last decade that affect their businesses. However, in my opinion, only those who are capable of facing the challenge of these changes by trying to understand what the new generations demand will continue on their path to success.
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Enrique L. Gonzalez
+51 951 066 165
CEO F2F CUSCO