Consultancy Report: The Dorchester Hotel (HR Department)

Executive Summary

Like other sectors, hospitality facilities experience numerous challenges, from market to employees to operations. Dorchester is among the most prestigious 5-star hotels in the United Kingdom, located at the heart of London. The hotel targets wealthy individuals and high-profile figures visiting the countries, primarily as tourists. Since the pandemic, Dorchester has struggled to recover and return to its traditional state, serving the guests even when all guest rooms are full (Huang et al., 2020). With travel restrictions due to COVID-19, most employees were laid off because the hotel was not receiving many guests (Huang et al., 2020). After the restrictions were lifted, the hotel found getting an adequate workforce to deliver quality services challenging, mainly when Dorchester hosts critical meetings or huge events. Dorchester contacted us (RM Consultancy) to help them identify the organisation’s main issue and its root causes and recommend strategies that the organisation can use to eliminate the problem (Cormack, n.d.). The RM Consultancy was also assigned the assessment role to ascertain whether the strategies implemented have worked successfully or whether more needs to be done for the facility to deal with the underlying issue.

The problem at stake in this consultancy report is workforce shortage and employee retention. Since the pandemic, Dorchester has not recovered the number of employees required to deliver quality services to clients, especially at major events when guestrooms are fully loaded (Kwok, 2022). Despite advertising the vacancies on hotel websites and social media pages, most potential candidates have been reluctant to apply. Although Dorchester management inclines on COVID-19 as the leading cause of the employee shortage at the hotel, our consultancy company found other leading causes of the workforce shortage and low retention rate (The Dorchester Hotel London. 2019). Brexit was among the leading causes of the shortage, considering the hotel sources most employees for kitchen and other domestic works from the European Union countries. With the introduction of the Brexit policy, it became difficult for EU nationals to get visas to travel to the UK for work (Tiwasing, 2021). As a result, Dorchester only manages to get 25% of the workforce, compared to the earlier 50%. Sexism culture was also identified as a critical cause that makes most employees quit their jobs at hotels, especially female employees.

The facility has established a culture of forcing female employees to wear provocatively to attract wealthy and high-profile figures during events. Most employees reveal being uncomfortable with the dress code, some preferring to quit when harassed by a client (Dorchester Hotel ‘could be sued’ over-grooming rules for female staff. 2018). Also, technology adoption without proper training and education of employees makes them resist change and has low morale at work. Being demotivated makes them deliver low-quality services, decreasing customer satisfaction and negative feedback. As a result, the issue can affect the operation and brand reputation. Dorchester’s capacity and future opportunities are also evaluated in this consultancy report using critical models such as SOAR, STEEPLE, and TOWS analysis. After analysing the issue, RM Consultancy Limited drafted a list of viable recommendations that Dorchester can use to address the issue of workforce shortage and low retention rates. RM consultancy recommended that Dorchester eliminate the sexist culture they have been accused of and allow their female employees to wear decently (Julios, 2022). It will make employees feel respected and develop a sense of belonging to the hotel. As a result, they will have high morale to work and be more willing to remain and grow with the organisation.

The report also recommends that the hotel adopt employee diversity during the hiring and avoid sourcing from one region, such as the EU, to avoid similar economic or labour shocks (Mayhew and Anand, 2020). Embracing advanced technology and ensuring employees receive viable training and education programs would help enhance retention rates. In addition to diversity hiring, leveraging working hours would increase workers’ motivation and morale, reducing fatigue and burnout (Bharwani and Mathews, 2021). As a result, employees will feel valued and part of the organisation. Lastly, the report recommended offering career development opportunities to employees, noting how it is an effective strategy to increase retention rate. The report also highlights the potential benefits associated with implementing the highlighted strategies. It concludes by wrapping up the central insights of the report and appreciating Dorchester for the opportunity to work together.

Introduction 

The hotel industry is among the most utilised sectors globally, considering people must eat, rest, and enjoy other related services. Most international hotels were affected immensely during the coronavirus pandemic because global travels were restricted. It is critical to understand that human demands, preferences, and expectations are dynamic, and they keep changing with several underlying factors, such as technology, income, and time (Bharwani and Mathews, 2021; Alrawadieh et al., 2021). Today, numerous investors have ventured into the hotel industry, especially in the United Kingdom, creating competition for upcoming and existing players. This consultancy report will focus on the Dorchester International Hotel in the UK, which has constantly faced staff shortage and retention issues since the pandemic hit the world. Research shows that numerous facilities in the hospitality industry in the United Kingdom have been forced to cut their daily capacities because of staff shortages (Bharwani and Mathews, 2021). The trend has continued in the first quarter of 2024, and the hotel management has contacted RM Consultancy (my consultancy firm) to consult about the issue they are facing and strategies they can employ to overcome it.

Before highlighting why staffing is an issue for the hotel, it is crucial to understand a brief overview, including its location, when it was established, and the size of guest rooms. The Dorchester is an international five-star hotel in London (Park Lane), considered among the World’s most prestigious hotels (Nast, 2020). The global hospitality facility was established in April 1931 and maintained well to retain the 1930s ambience (Aladag et al., 2020). The hotel is owned and operated by Brunei Investment Agency. The Dorchester is associated with wealthy figures, famous individuals, and politicians within and outside the region. It is linked to rock stars, actors, and other prominent figures in the entertainment industry. Despite being associated with high-class individuals, the hotel has different-sized rooms for all clients, making it a diverse environment. It has over 250 rooms, with 49 of them being suites.

Although the hotel is struggling with staff shortage, it has started to receive visitors from all over the world, making it less dependent on Europeans and visitors from Northern America. While most hotels worldwide are recovering from the COVID-19 economic shock, Dorchester is not exempt (Davahli et al., 2020). The facility had laid off most of its employees. They were not receiving visitors because they depended on global ones, and international visits were restricted globally (Starling & The Week UK 2021). Despite the challenge, the company has long embraced the spirit of a diverse workforce, which is critical to addressing all customer needs irrespective of culture, language, race, or geographical location (Kwok, 2022). After the pandemic, the hotel has found it challenging to restore normalcy, leading to staff shortages when London receives massive tourists. Therefore, the Dorchester Hotel management has consulted my firm (RM Consultancy) to get insights and strategies to deal with the staffing issue effectively to accommodate the high traffic of visitors.

RM consultancy is a UK-based firm that deals with issues facing companies, helping them develop a framework to deal with the problem from the root cause and rise again. The firm offers several recommendations and strategies for management to select the most appropriate alternative depending on customer preferences and the market environment. I will lead the team in drafting a comprehensive consultancy report that includes an analysis of the issue, recommendations and change management, and an action plan that the hotel will implement to experience staffing changes we will make (Radwan, 2022). This means the report will demonstrate challenges that make the Dorchester Hotel face staff shortages despite being a facility most people would wish to work for. Thus, RM will establish a report incorporating relevant theories and frameworks to help the facility deal with the issue. Some frameworks include STEEPLED, TOWS, SOAR, and other theories learned in class modules.

Analysis of the Problem

Before COVID-19 hit the industry, most hotels performed well and had a reasonable number of employees recruited from different parts of the world. However, the pandemic caused most facilities to lay down workers because the flow of visitors was low, meaning there were no funds to compensate workers and keep the services running smoothly (Huang et al., 2020). The Dorchester has been facing the same challenge since the pandemic period. After the company laid down most employees, it could not recover from the shortage after the pandemic normalised. In December 2022, management revealed that the workforce shortage made it difficult for hospitality facilities to meet the rising demand of wealthy tourists visiting (London Nast, 2020). As mentioned earlier, the world is growing, and things are changing (Kwok, 2022). Economic reports demonstrate that currency rates have affected how operations are carried out in the hospitality industry. The management at the Dorchester Hotel highlighted how the facility could not meet expectations because of the high cost of operation and shortage of employees.

Despite leveraging technology to reduce energy costs, Dorchester is still experiencing operational difficulties. Although Dorchester is among the best-paying international hotels in London and globally, most employees have posed issues with working hours (Tan and Despotis, 2021). They agree that the pay is excellent, but the expected workload is enormous, making them experience burnout. As a result, the facility has a challenge in retaining skilled employees. While workforce challenge is a minor issue, the Brexit saga has been depicted as a substantial cause of staff shortage at Dorchester (McCartney and Kwok, 2023). The hotel generally relies on employees from European Union nationals, especially in the kitchen and room servicing. Brexit policy has immensely affected the hospitality industry, especially Dorchester, which was sourcing over 50% of its employees from the EU (Tiwasing, 2021). The hotel noted that in 2019, the hospitality industry in the United Kingdom had 85,000 vacancies, which have grown to over 146,000 due to the introduction of Brexit.

Today, Dorchester only sources 25% of its workforce from the European Union because it has become difficult for people worldwide to get visas to travel and work in the UK. In this case, individuals willing to work in the UK must acquire certification to get a skilled worker visa that permits them to travel to the country (Tiwasing, 2021). The government needs to reconsider the policy because most industries in the UK are experiencing workforce shortages, and individuals worldwide are willing to take these employment opportunities. Furthermore, the hospitality industry has become intensely competitive, with each facility striving to get the best talents to effectively serve the guests and tourists visiting the capital (McCartney and Kwok, 2023). Workforce shortage has been a prevailing issue at Dorchester, and the management has implemented several strategies, including raising the pay, but they have not met the required employees. The hotel also believes it should streamline its feedback mechanism because it is ineffective (Tan and Despotis, 2021). Since the pandemic, the hotel has been experiencing challenges, most of which could have been addressed by evaluating customer feedback. In addition to managing the workforce shortage, the hotel should strive to reinforce the feedback channel and its processing.

Another issue that has intensified the workforce shortage at the Dorchester is how the facility has treated female employees over the years. Numerous stakeholders have accused the facility of sexism (Tan and Despotis, 2021). These stakeholders include human rights advocacy and organisations and have criticised Dorchester for exploiting female employees during significant occasions and events to make sexual appeals to visitors and clients. Although the hospitality industry is competitive and only firms using vibrant strategies to attract customers will survive, stakeholders believe the Dorchester Hotel is heading in the wrong direction, primarily in the era when everyone is fighting for gender equality. The notion that the facility embraces a sexist culture makes many women or female employees hesitate to take employment opportunities when they arise (Shindig at the Dorchester Erodes Public Trust in Business. 2018). Although using sex appeal is a popular strategy used by most sectors to attract customers, using it in the hospitality industry can increase staff turnover, leading to a shortage of workers, especially women (Al-Suraihi et al., 2021). The difference is that most companies use model pictures, but Dorchester makes employees wear provocatively to boost business.

Most models that make commercials are safe from harassment, which is not the same for waiters and waitresses. Most of them are always uncomfortable wearing provocatively, but they have nothing to do because of instructions from the management. The sexist culture has been growing at the Dorchester, and employees are always afraid of being raped or harassed because the facility system does not protect them. As a result, most quit, leading to a workforce gap within the facility (Utrobičić, 2019). Workforce shortage has had an adverse impact on the hotel beyond a decline in revenue. The management has reported that service quality has decreased because the facility has to utilise the available staff. This makes them experience fatigue, burnout, reduced morale, and stress. As a result, they deliver services with decreased attention, leading to condensed satisfaction and poor customer feedback. In addition to low guest satisfaction, the Dorchester Hotel experiences service delays and poor response to clients’ requests, especially those in the rooms. With all those rooms, it is always a challenge when the hotel is hosting a big event.

Shortage of employees increases the waiting time, leading to client dissatisfaction. If the issue is not rectified, the facility will likely suffer economic shock and a bad reputation. Therefore, the facility needs to address the workforce shortage and retention issue, offer incentives to employees, and utilise the best channels to fill the workforce gap (Utrobičić, 2019). Dorchester needs to acknowledge that the problem has a devastating impact on the brand reputation, guest experience, service delivery, and hotel operations, and addressing them adequately will increase facility efficiency (Yang et al., 2021).

The STEEPLE Analysis 

The STEEPLED analysis is a significant tool for analysing a company’s external environment and represents social, economic, technological, ethical, political, environmental, demographic, and legal factors. The framework will help analyse Dorchester’s issue and speculate how their service delivery will fit in future settings (Shtal et al., 2018). The tool will also help establish new opportunities and strategies for dealing with modern issues. In our case, the STEEPLED analysis will help analyse the employee shortage issue and derive strategies to curb the problem.

SOAR analysis

In any consultancy report, it is fundamental to highlight how the hotel is performing positively and its future aspirations. Understanding this helps the consultancy company (RM Consultancy) to understand facility capacity and devise strategies to help it deal with the underlying issues. A SOAR analysis represents strengths, opportunities, aspirations, and results and helps comprehend a company’s current position and future dreams.

TOWS analysis

The TOWS analysis expresses organisation threats, opportunities, weaknesses, and strengths. It is a significant tool that our consultancy firm uses to understand the direction of the firm. It will help us convert problems into viable solutions. Most of elements such as strengths and opportunities will not be discussed in details because they have been covered at SOAR analysis.

Recommendations and Change Management

Since the report has analysed the workforce shortage at Dorchester Hotel and the facility capacity, this section will discuss the recommendations to help the company overcome the issue. The company needs to eliminate the sexist culture to encourage new female applicants and increase retention of the current talents (Ohunakin et al., 2020). The management at Dorchester Hotel should have a standard way of defining the dress code of female employees. The management should highlight the uniform’s design and color, leaving the waitresses to decide whether to wear trousers or skirts. Pressuring female employees to wear provocatively has been identified as a primary cause of increased turnover rates (Ohunakin et al., 2020). Female employees wearing skirts should be allowed to select standard or lengthy ones. A well-dressed employee will attract more clients than being provocative. On the other hand, allowing employees to choose how they dress gives them confidence and a sense of belonging, making them more willing to stay with the facility (Sarwar and Muhammad, 2021). As a result, Dorchester will have addressed the staff retention issue.

In embracing the diversity of employees, Dorchester should respect the cultural beliefs of workers by allowing them to wear based on their beliefs. For instance, Dorchester should enable Muslim employees to wear headgear during their shifts. It is a fundamental strategy to increase employee retention and relieve the organisation from workforce shortage (Ohunakin et al., 2020). To implement this initiative, Dorchester management should meet with all staff members and outline the changes they want to make to the dress code. Explain to them that they have freedom of dress code choice and that their cultural beliefs will be considered. It will be the cornerstone of establishing trust, leading to job satisfaction and retention (Ohunakin et al., 2020). In addition to allowing them to wear decent clothing, the organisation should also provide security against any form of harassment from clients. Making them feel valued will make them stay with Dorchester.

Moreover, Investing in employee training and development is another significant strategy Dorchester can use to address the workforce shortage issue. Competition is high in the contemporary hospitality industry, and things keep advancing. Most employees experience agony because they do not understand some practices or newly introduced technology. Such intrusion will likely reduce employee morale and motivation to serve clients, leading to declined customer satisfaction.

Dorchester should establish a robust and comprehensive training and education program to help employees understand new concepts, technology, and other hospitality practices (Bharwani and Mathews, 2021). Since the sector is dynamic, the facility should develop numerous opportunities for employees to enhance their career aspirations (Calinaud et al., 2021). Investing in your employees makes them long-term valuable assets for the hotel. They understand the guests’ preferences and hotel standards and have adequate social skills such as communication and conflict resolution. Offering employees opportunities to foster continuous improvement makes them develop a sense of job security and achieve job satisfaction (Bokareva and Yudina, 2020). Like other firms, Dorchester employees want to feel their professional and career development needs met, whether through training for a new role, an interview, or new approaches to doing the same job (Burhan Ismael et al., 2021). Excluding professional development in the working life of employees makes them feel stagnant and more willing to leave the organisation for another. The organisation needs to support the employees’ career aspirations because they will be required during promotion, and hiring within the organisation is economical.

The facility should understand that making employees satisfied with their positions is the only way to cultivate retention. In other words, enlightening employees allows them to make better decisions about where they want to be in the future (Ghani et al., 2022). However, implementing a practical training and development program is time-consuming and requires close contact with employees to understand their career development needs (Calinaud et al., 2021). After assessing the employees’ developmental needs, the management should draft training and development goals, design the training framework, and implement the program by offering career development opportunities. After some time, assessment and evaluation will be crucial to promote a learning culture (Ghani et al., 2022). Dealing with the impact of Brexit is another significant recommendation for Dorchester to evade workforce shortage now and in the future. The first step is to retain the best talents from the European Union by offering benefits, incentives, competitive salaries, and development opportunities. Besides, Dorchester should avoid sourcing most of its employees from one location to avoid frustrations and workforce shortages. The recruitment should be diverse to ensure employees come from all over the world. Therefore, the organisation should embrace different recruitment techniques, such as leveraging online platforms and recruitment agencies to get qualified candidates adequately.

Investing in advanced technology is another strategy Dorchester can use to address the workforce shortage issue. Since the number of employees is low, adopting technology will help the organisation bridge the gap (Utrobičić, 2019). Research demonstrates that 87% of hospitality industry respondents revealed that technology has been crucial in addressing employee shortages since the pandemic. Adopting the right tools and systems can help Dorchester navigate effectively with fewer employees before the shortage is addressed (Kloutsiniotis and Mihail, 2020). A recent review highlighted that most guests do not like their rooms cleaned every time because they require spending time with themselves (Bharwani and Mathews, 2021). Dorchester can establish a system like Hilton Hotel to ensure clients make customised requests from the room, and they can be attended to effectively. Using such a strategy will ensure employees are not overworked and the guests do not feel pressured and disturbed. While mobile lines are a significant element in enhancing the guest experience, investing in more technological devices such as in-room tablets, virtual assistants, Chatbots, and RFID devices will maximise the experience (Lukanova and Ilieva, 2019). RFID technology is among the most recent devices that help hotels track guests’ behaviors, tastes, and preferences to effectively streamline their services, room upgrades, and other services.

Besides, most employees at Dorchester complained about long working hours, especially when the hotel is holding a big event or receiving numerous guests. The number of individuals visiting the hotel should not interfere with the shift or the assigned working hours of an employee unless there is a contractual agreement about extra hours (McCartney and McCartney, 2020). Offering flexible and reasonable working hours will help increase employee retention rates for the facility. It’s essential for the facility management to understand hotel roles are constantly changing, and technological systems such as opt-in housekeeping, automation, and serviced apartments have redefined the hospitality industry (Lukanova and Ilieva, 2019; McCartney and McCartney, 2020). According to Ruby Group, employees should be assigned 35 hours weekly to ensure flexibility in balancing work and personal life. Flexible working time allows employees to be loyal and satisfied with the position.

Change Management Practices, Evaluation, and Potential Benefits

While RM Consultancy has highlighted massive recommendations on how Dorchester can overcome workforce shortage and enhances employee retention, the facility needs to establish viable practices to manage the changes we have highlighted (Dimitrios et al., 2020). As highlighted above, the facility must change the sexist culture, leverage technology, adjust working hours, train and develop, and hire from diverse sources (Ivanov et al., 2022). Not all employees will respond positively to the recommendations we have made. Therefore, the facility must implement the following strategies to manage change and foster a seamless transition at Dorchester (Radwan, 2022). First, introducing a new technological system at the facility will receive different reactions from the employees; some are annoyed, and others appreciate the change. Dorchester must adopt change management to facilitate a smooth transition (v et al., 2021). Ensuring clear communication with the employees explaining why the facility embraces the new system is critical to creating trust among employees (Gonzalez et al., 2020). Effective communication has been credited as an effective mechanism to curb change resistance.

Involving employees and facilitating adequate training before implementing technical change is critical to reducing resistance and allowing them to develop new skills and knowledge to use the latest technology in their current or new roles (Jones and Comfort, 2021). Since Dorchester is a big hotel with numerous employees, the management can identify change champions and use them to create awareness about the technological change, helping their coworkers to smoothly transition to a new mode of working (Sah and Nadda, 2017). Furthermore, eliminating the sexist culture at Dorchester is critical to establishing an equitable and inclusive work atmosphere. Management commitment is the first initiative the facility should make to show they have accepted eliminating the culture and embracing equality and diversity (Dockel et al., 2018). Establishing education programs within and outside the organisation would be an effective change management strategy. These programs will enlighten the employees on identifying and reporting bias and any form of discrimination (Jones and Comfort, 2021).

Also, the policies should be revised, highlighting that employees can choose what to wear if they abide by the hotel’s design and color. Listening to employees’ opinions about the dress code they feel comfortable in will make them feel valued, leading to increased morale and an urge to stay with the organisation in the future (de Baat Doelman et al., 2021). Besides, Dorchester should streamline the communication channel between the management and the employees. It is a significant change management strategy that will allow employees to participate in decision-making affairs, especially on matters concerning them, such as uniforms, working hours, and remuneration (Radwan, 2022). Most employees resist if they feel the repercussions of change will affect them adversely. However, listening to and agreeing with their views makes them feel a sense of belonging, thus increasing the facility’s retention rate (Dockel et al., 2018). However, some employees can resist change because they are afraid to take the move. Such workers can cause the organisation to lag, concerning other players in the industry.

In most cases, workers are likely to resist change associated with technological systems because they are complex and require massive learning and training. Change management scholars believe coercion is the best method when employees fail to put effort into learning new skills needed to perform a specific role, primarily technical ones. The management can consider adding incentives to people who will learn the new skills and those who are not subjected to disciplinary action. This will help harden the current employees and set the pace for the new ones. Once the strategies are implemented, several methods will evaluate success. Firstly, the management can observe employees’ morale due to the changing sexist culture and standardising working hours. Changing their dress code from provocative to descent (for female employees) implies they were uncomfortable with the earlier policy of being provocative to clients.

Improved morale at Dorchester can be assessed using several indicators and methods, such as random surveys. Regular surveys will help the organisation collect information about employee satisfaction and job engagement (Djajasinga et al., 2021). In most cases, we (RM consultancy) recommend employers draft questions that evaluate how the employees feel about the new change and analyse the feedback to make an inference on the improvement. Further, Dorchester management can review the employee turnover rate to assess whether the implemented strategies help the facility overcome the workforce shortage issue. Once the morale has increased, the turnover rate is likely to decrease, and satisfied employees are more willing to stay with the organisation in the future (Al-Suraihi et al., 2021). Evaluating their engagement level during events and other projects within the Dorchester community will show if the strategies are working effectively to reduce workforce challenges.

Employees who are engaged in hotel events and want to be associated with critical projects are satisfied with their position and are likely to stay with the organisation even in the future. Paying attention to customer feedback can also be a vital element in evaluating the efficiency of the implemented strategies (Taylor, 2019). If more customers are giving Dorchester a 5-star rating, the strategies have worked effectively because employees are delivering quality services because of high morale and job satisfaction (Ashton, 2018). In addition to assessing the effectiveness of implemented strategies, the organisation will likely experience numerous potential benefits if the success rate is high. Eliminating the sexist culture successfully at Dorchester will enhance employee engagement and morale, increase the retention rate for quality talents, enhance creativity, and boost the organisation’s reputation (Dockel et al., 2018). Besides, developing employee training and education programs has numerous potential benefits for the Dorchester Hotel (Urbancová et al., 2021). Employees will offer improved customer services, demonstrate improved motivation and morale, increase brand reputation, and adapt quickly to industrial changes.

Action Plan

Conclusion

In summary, Dorchester is among the most prestigious international hotels in the United Kingdom, located at the heart of London, UK’s capital city. The hotel has over 250 rooms, with 40 being fully suites. Despite its legacy since its establishment in 1931, the facility has been struggling with workforce shortage and employee retention issues (Frye et al. 2020). RM Consultancy has successfully helped the organisation to identify the problem, its causes, and how it can be mitigated to curb future adverse implications. While Dorchester and other players in the UK hospitality industry believe the COVID-19 pandemic caused the shortage of employees, most have associated the issue with the Brexit policy (Davahli et al., 2020). It has been a significant issue for Dorchester, considering the facility sources over 50% of employees for domestic and kitchen roles from the European Union. The policy has made it difficult to access UK visas, making outsourcing labor challenging for hospitality facilities such as Dorchester. Another identified issue causing a shortage of employees in the facility is how Dorchester management has treated female employees. For several times, Dorchester Hotel has been accused by numerous stakeholders of cultivating a sexist culture to attract wealthy clients.

The management exploits female employees by ensuring they wear provocatively, especially during significant events. This has made many employees quit and potential applicants reluctant to take the position. We have tried to explain to the hotel management the difference between waiters dressing provocatively and other commercials’ engaging models (Gonzalez et al., 2020). The shortage of employees has affected facility revenue, quality of services, and reputation. However, through STEEPLE, SOAR, and TOWS analysis, we have identified Dorchester’s potential to eliminate the workforce problem. The consultancy firm has also presented numerous recommendations that will help the firm address workforce shortage and employee retention issues. Embracing diversity during hiring will help the company overcome the implications of Brexit. Depending on one region for labor sources can be risky because any policy change will affect the facility immensely. In addition to hiring diversity, Dorchester should establish a new policy giving female employees the freedom to select whether to wear skirts or trousers and whether to wear long or standard for those choosing skirts. Besides, it was realised most employees quit work when new technological systems are launched. In this case, Dorchester should implement training and education programs to equip employees with viable skills to deliver quality services effectively.

Investing in technology will also help fill the workforce shortage gap, though it will be an expensive venture. In implementing these recommendations, some employees will likely resist the change. Therefore, Dorchester needs several change management practices to ensure a smooth transition. Effective communication with employees will eliminate resistance (Gonzalez et al., 2020). Additionally, ensure the employees are engaged during crucial decisions to help build trust and a sense of belonging. These will make them more willing to stay with the facility in the future. Offering training is another critical way to manage change and evade employee resistance. Examining turnover rate, customer feedback, morale of workers, and engagement levels is essential to assess the efficiency of implemented strategies (Al-Suraihi et al., 2021). For successful implementation, Dorchester will have numerous potential benefits, including a high retention rate for skilled workers, a good reputation, employee engagement, and a sufficient workforce.

As RM Consultancy, we are grateful for the opportunity to collaborate with the Dorchester Hotel and help diagnose the Workforce shortage and employee retention issue. Indeed, it has been a learning experience, and we believe and hope to see a massive transformation. Thank you!

References

Aladag, O.F., Köseoglu, M.A., King, B. and Mehraliyev, F., 2020. Strategy implementation research in hospitality and tourism: Current status and future potential. International Journal of Hospitality Management, 88, p.102556.https://doi.org/10.1016/j.ijhm.2020.102556

Alrawadieh, Z., Alrawadieh, Z. and Cetin, G., 2021. Digital transformation and revenue management: Evidence from the hotel industry. Tourism Economics, 27(2), pp.328-345.https://doi.org/10.1177/1354816620901928

Al-Suraihi, W.A., Samikon, S.A. and Ibrahim, I., 2021. Employee Turnover Causes, Importance and Retention Strategies. European Journal of Business and Management Research (EJBMR).

Aruldoss, A., Kowalski, K.B., Travis, M.L. and Parayitam, S., 2021. The relationship between work–life balance and job satisfaction: Moderating role of training and development and work environment. Journal of Advances in Management Research, 19(2), pp.240-271.https://doi.org/10.1108/JAMR-01-2021-0002

Ashton, A.S., 2018. How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(2), pp.175-199.https://doi.org/10.1080/15332845.2017.1340759

Bharwani, S. and Mathews, D., 2021. Techno-business strategies for enhancing guest experience in luxury hotels: a managerial perspective. Worldwide Hospitality and Tourism Themes, 13(2), pp.168-185.https://doi.org/10.1108/WHATT-09-2020-0121

Bokareva, E.V. and Yudina, E.V., 2020. Strategic management in the hospitality industry. Revista Turismo Estudos e Práticas-RTEP/UERN, (4), pp.1-8.https://geplat.com/rtep/index.php/tourism/article/view/709

Burhan Ismael, N., Jabbar Othman, B., Gardi, B., Abdalla Hamza, P., Sorguli, S., Mahmood Aziz, H., Ali Ahmed, S., Sabir, B.Y., Ali, B.J. and Anwar, G., 2021. The role of training and development on organisational effectiveness. Ismael, NB, Othman, BJ, Gardi, B., Hamza, PA, Sorguli, S., Aziz, HM, Ahmed, SA, Sabir, BY, Ali, BJ, Anwar, G.(2021). The Role of Training and Development on Organisational Effectiveness. International Journal of Engineering, Business and Management, 5(3), pp.15-24.https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3851340

Busulwa, R., Pickering, M. and Mao, I., 2022. Digital transformation and hospitality management competencies: Toward an integrative framework. International Journal of Hospitality Management, 102, p.103132.https://doi.org/10.1016/j.ijhm.2021.103132

Calinaud, V., Kokkranikal, J. and Gebbels, M., 2021. Career advancement for women in the British hospitality industry: The enabling factors. Work, Employment and Society, 35(4), pp.677-695.https://doi.org/10.1177/0950017020967208

Chadee, D., Ren, S. and Tang, G., 2021. Is digital technology the magic bullet for performing work at home? Lessons learned for post COVID-19 recovery in hospitality management. International Journal of Hospitality Management, 92, p.102718.https://doi.org/10.1016/j.ijhm.2020.102718

Che Aziz, R., 2019. SOAR Analysis: A New Model for the Strategic Sustainable Tourism Development and Special Interest Tourism. The Special Interest Tourism in Southeast Asia, 8, pp.107-131.

Cormack, R. (n.d.). What it’s like to stay at the Dorchester, a grand dame hotel in London that just got a modern makeover. Robb Report. https://robbreport.com/travel/hotels/the-dorchester-london-review-1234857717/

Davahli, M.R., Karwowski, W., Sonmez, S. and Apostolopoulos, Y., 2020. The hospitality industry in the face of the COVID-19 pandemic: Current topics and research methods. International journal of environmental research and public health, 17(20), p.7366.https://doi.org/10.3390/ijerph17207366

de Baat Doelman, M., Joshi, A. and Brüggen, A., 2021. An Empirical Assessment of the Impact of Strategy Implementation Actions on Digital Business Strategy.http://hdl.handle.net/10125/71346

Dimitrios, B., Christos, P., Ioannis, R. and Vasiliadis, L., 2020. Strategic management in the hotel industry: proposed strategic practices to recover from COVID-19 global crisis. Academic Journal of Interdisciplinary Studies, 9(6), pp.130-130.https://doi.org/10.36941/ajis-2020-0117

Djajasinga, N.D., Sulastri, L., Sudirman, A., Sari, A.L. and Rihardi, E.L., 2021, June. Practices in Human Resources and Employee Turnover in the Hospitality Industry. In 2nd Annual Conference on blended learning, educational technology and Innovation (ACBLETI 2020) (pp. 113-117). Atlantis Press.https://doi.org/10.2991/assehr.k.210615.023

Dockel, A., Basson, J.S. and Coetzee, M., 2006. The effect of retention factors on organisational commitment: An investigation of high technology employees. SA Journal of Human Resource Management, 4(2), pp.20-28.https://journals.co.za/doi/abs/10.10520/EJC95836

Dorchester hotel ‘could be sued’ over grooming rules for female staff. (2016, December 2). the Guardian. https://www.theguardian.com/society/2016/dec/02/dorchester-hotel-could-be-sued-over-grooming-rules-for-female-staff

Elgahwash, F.O., Ahmed, K. and Al-Magarbi, A.O., 2023. Strengthening Libyan Hospitality: A SOAR Analysis of Digital Marketing Strategies and Practices in the Tourism and Hospitality Sector. Journal of Economics, Management and Trade, 29(12), pp.144-159.https://doi.org/10.9734/jemt/2023/v29i121181

Frye, W.D., Kang, S., Huh, C. and Lee, M.J.M., 2020. What factors influence Generation Y’s employee retention in the hospitality industry?: An internal marketing approach. International Journal of Hospitality Management, 85, p.102352.https://doi.org/10.1016/j.ijhm.2019.102352

Ghani, B., Zada, M., Memon, K.R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A. and Araya-Castillo, L., 2022. Challenges and strategies for employee retention in the hospitality industry: A review. Sustainability, 14(5), p.2885.https://doi.org/10.3390/su14052885

Gonzalez, R., Gasco, J. and Llopis, J., 2020. Information and communication technologies and human resources in hospitality and tourism. International Journal of Contemporary Hospitality Management, 32(11), pp.3545-3579.https://doi.org/10.1108/IJCHM-04-2020-0272

Hassan, T.A., Hollander, S., Van Lent, L. and Tahoun, A., 2020. The global impact of Brexit uncertainty (No. w26609). National Bureau of Economic Research. https://www.nber.org/papers/w26609

Hostesses at men-only Dorchester hotel charity event ‘told by bosses to wear matching underwear and high heels and are groped by boozed-up millionaires all night’. (2018, February 1). The Sun. https://www.thesun.co.uk/news/5411639/presidents-club-charity-dinner-dorchester-london-sexual-misconduct-hostesses/

Huang, A., Makridis, C., Baker, M., Medeiros, M. and Guo, Z., 2020. Understanding the impact of COVID-19 intervention policies on the hospitality labor market. International Journal of Hospitality Management, 91, p.102660. https://doi.org/10.1016/j.ijhm.2020.102660

Ivanov, S.H., Webster, C., Stoilova, E. and Slobodskoy, D., 2022. Biosecurity, crisis management, automation technologies and economic performance of travel, tourism and hospitality companies–A conceptual framework. Tourism Economics, 28(1), pp.3-26.https://doi.org/10.1177/1354816620946541

Jones, P. and Comfort, D., 2021. Modern slavery statements and leading UK hotel companies. Athens Journal of Tourism, 8(3), pp.147-162.https://eprints.glos.ac.uk/10100/

Julios, C., 2022. Sexual Harassment Beyond British Politics. In Sexual Harassment in the UK Parliament: Lessons from the# MeToo Era (pp. 193-226). Cham: Springer International Publishing. https://link.springer.com/chapter/10.1007/978-3-030-87140-6_6

Kloutsiniotis, P.V. and Mihail, D.M., 2020. High performance work systems in the tourism and hospitality industry: a critical review. International Journal of Contemporary Hospitality Management, 32(7), pp.2365-2395.https://doi.org/10.1108/IJCHM-10-2019-0864

Kozel, R., Chuchrová, K. and Šanda, M., 2017. PESTLE analysis and its impact factor as an innovative IT application in industrial enterprises. IDIMT 2017: Digitalization in Management, Society and Economy–25th Interdisciplinary Information Management Talks, pp.93-100.

Kulshrestha, S. and Puri, P., 2017. Tows analysis for strategic choice of business opportunity and sustainable growth of small businesses. Pacific Business Review International, 10(5), pp.144-152.http://www.pbr.co.in/2017/2017_month/Nov/15.pdf

Kwok, L., 2022. Labor shortage: a critical reflection and a call for industry-academia collaboration. International Journal of Contemporary Hospitality Management, 34(11), pp.3929-3943.https://doi.org/10.1108/IJCHM-01-2022-0103

Lukanova, G. and Ilieva, G., 2019. Robots, artificial intelligence, and service automation in hotels. In Robots, artificial intelligence, and service automation in travel, tourism and hospitality (pp. 157-183). Emerald Publishing Limited.https://doi.org/10.1108/978-1-78756-687-320191009

Matovic, I.M., 2020. PESTEL Analysis of External Environment as a Success Factor of Startup Business. ConScienS, p.96. https://econpapers.repec.org/RePEc:smo:conswp:015im

Mayhew, K. and Anand, P., 2020. COVID-19 and the UK labour market. Oxford Review of Economic Policy, 36(Supplement_1), pp.S215-S224.https://doi.org/10.1093/oxrep/graa017

McCartney, G. and Kwok, S.S., 2023. Closing the gap between hospitality industry and academia research agendas: an exploratory analysis case study. Journal of Quality Assurance in Hospitality & Tourism, 24(2), pp.192-210.

McCartney, G. and Kwok, S.S., 2023. Closing the gap between hospitality industry and academia research agendas: an exploratory analysis case study. Journal of Quality Assurance in Hospitality & Tourism, 24(2), pp.192-210.https://doi.org/10.1080/1528008X.2021.2024782

McCartney, G. and McCartney, A., 2020. Rise of the machines: towards a conceptual service-robot research framework for the hospitality and tourism industry. International Journal of Contemporary Hospitality Management, 32(12), pp.3835-3851.https://doi.org/10.1108/IJCHM-05-2020-0450

Nast, C. (n.d.). The Dorchester, London. CN Traveller. https://www.cntraveller.com/hotels/london/the-dorchester

Ohunakin, F., Adeniji, A.A., Ogunlusi, G., Igbadumhe, F. and Sodeinde, A.G., 2020. Talent retention strategies and employees’ behavioural outcomes: empirical evidence from hospitality industry. Business: Theory and Practice, 21(1), pp.192-199. https://www.ceeol.com/search/article-detail?id=951056

Panteleiev, V., 2023. Application of SWOT Analysis to Justify the Strategy of Hotel Business Enterprises. Technology Audit and Production Reserves, 1(4), p.69.http://dx.doi.org/10.15587/2706-5448.2023.274918

Piso, A., 2022. Controlling the clock: Working hours in the UK hotel sector. Research in Hospitality Management, 12(1), pp.1-11.https://doi.org/10.1080/22243534.2021.2007589

Radwan, H.R.I., 2022. Factors influencing the implementation of organisational change management in large Egyptian hotels: Mediating effects of employee engagement. The International Journal of Tourism and Hospitality Studies, 3(2), pp.77-103.https://ijthsx.journals.ekb.eg/article_267537_eabd3d22ab46cbb321074672b928206c.pdf

Sah, S.K. and Nadda, V., 2017. Managing change and strategic thinking: Evidence from hospitality and tourism sector of the UK. International Journal of Academic Research in Business and Social Sciences, 7(12), pp.1336-1348.https://ideas.repec.org/p/pra/mprapa/84593.html

Sarwar, A. and Muhammad, L., 2021. Impact of organisational mistreatment on employee performance in the hotel industry. International Journal of Contemporary Hospitality Management, 33(2), pp.513-533.https://www.emerald.com/insight/content/doi/10.1108/IJCHM-01-2020-0051/full/html

Shamim, S., Yang, Y., Zia, N.U. and Shah, M.H., 2021. Big data management capabilities in the hospitality sector: Service innovation and customer generated online quality ratings. Computers in Human Behavior, 121, p.106777.https://doi.org/10.1016/j.chb.2021.106777

Shindig at the Dorchester erodes public trust in business. (2018, January 24). the Guardian. https://www.theguardian.com/business/nils-pratley-on-finance/2018/jan/24/shindig-at-the-dorchester-erodes-public-trust-in-business

Shtal, T.V., Buriak, M.M., Amirbekuly, Y., Ukubassova, G.S., Kaskin, T.T. and Toiboldinova, Z.G., 2018. Methods of analysis of the external environment of business activities. Revista Espacios, 39(12). https://ww.revistaespacios.com/a18v39n12/18391222.html

Starling, M., & The Week UK. (2021, August 31). The Dorchester hotel review: A celebration of London’s past and present. theweek. https://theweek.com/arts-life/travel/953955/the-dorchester-hotel-review-london

Tan, Y. and Despotis, D., 2021. Investigation of efficiency in the UK hotel industry: a network data envelopment analysis approach. International Journal of Contemporary Hospitality Management, 33(3), pp.1080-1104.https://doi.org/10.1108/IJCHM-07-2020-0641

Taylor, C.Y., 2019. Strategies to improve employee engagement in the hospitality industry (Doctoral dissertation, Walden University).https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=8023&context=dissertations

The Dorchester and Savoy were hit by staff shortages. (2023, October 17). The Telegraph. https://www.telegraph.co.uk/business/2023/10/17/dorchester-savoy-london-luxury-hotels-staff-shortages/

The Dorchester Hotel London. (2019, February 23). Lavish Hotels & Resorts. https://lavishhotelsandresorts.com/hotel/dorchester-hotel-london/

This iconic London hotel has just been renovated—Here’s a look inside. (2023, August 3). AFAR Media. https://www.afar.com/hotels/the-dorchester-london

Tiwasing, P., 2021. Brexit and skill shortages: An empirical analysis of UK SMEs. Economics and Business Letters.https://www.zbw.eu/econis-archiv/bitstream/11159/5259/1/1751234231_0.pdf

Urbancová, H., Vrabcová, P., Hudáková, M. and Petrů, G.J., 2021. Effective training evaluation: The role of factors influencing the evaluation of effectiveness of employee training and development. Sustainability, 13(5), p.2721.https://doi.org/10.3390/su13052721

Utrobičić, M., 2019. Service Gaps and Employee Training Fixing Luxury Experiences (Doctoral dissertation, RIT Croatia).

Yadegaridehkordi, E., Nilashi, M., Shuib, L., Nasir, M.H.N.B.M., Asadi, S., Samad, S. and Awang, N.F., 2020. The impact of big data on firm performance in hotel industry. Electronic Commerce Research and Applications, 40, p.100921.https://doi.org/10.1016/j.elerap.2019.100921

Yang, H., Song, H., Cheung, C. and Guan, J., 2021. How to enhance hotel guests’ acceptance and experience of smart hotel technology: An examination of visiting intentions. International Journal of Hospitality Management, 97, p.103000.https://doi.org/10.1016/j.ijhm.2021.103000