⭕ (Director/Manager) Sales/Sales & Marketing
Why: Because the majority of business has moved online. Traditional DOS/Ms can only contribute 10-20% of (offline) business.
Indicators: Rather than DOS/Ms, more hotels are hiring well-rounded commercial leaders.
The way forward is to expand into the dynamic rate world, managing OTAs and bed banks while also bringing revenue management skills to the table. Alternately, specialize in MICE, corporate, series, and group business.
⭕ Revenue Management
Why: Revenue management systems are becoming more sophisticated and affordable. AI will even be able to address shocks caused by rapid trends or strategy changes.
Indicators: Global brands no longer employ this position at the property level. Clusters are also being used by more properties. Outsourcing has also started to creep in.
The way forward is to learn digital marketing, social media, and CRM in order to become a more all-around commercial leader. Alternatively, learn how to manage multiple properties at the same time.
⭕ Public relations and communications
Why: Traditional media readership is at an all-time low and continues to fall.
Indicators: More hotels are instead hiring social media or marketing managers. Design and outsourcing options are becoming more intelligent and cost-effective.
The way forward: content is king. Start creating content and engaging your audience.
⭕ E-Commerce or E-Distribution
Why: More aggregation and automation implies that systems will be linked to a PMS. With RMS handling rates and market managers having less influence on OTA systems, E-Commerce and E-Distribution team members are left with only content.
Indicators: At many properties, it is already a secondary responsibility for revenue or commercial team members.
The way forward: To become more well-rounded, learn revenue management and other marketing skills. Alternately, improve your skills and capacity to manage multiple properties.
⭕ Reservations Agents
Why: Since more revenue is moving online and PMSes are becoming connected or have integrated channel management for reservation delivery, there is less need for people to physically enter bookings.
Indicators: Just look at the size of your reservation team in comparison to a few years ago.
The way forward is for reservation team members to enter into guest relations, social media, content creation, guest messaging, or larger commercial space.
This may appear to be a stretch. I could be mistaken. These positions may continue at 20% of properties. However, the main point here is to highlight how these jobs are changing dramatically as a result of technological advancements and changes in guest behavior. In five years, they may be unrecognizable.
Help your teams prepare for the shift.
Do you agree with any of the statements above? What additional jobs would you add to this list, and why?