The hotel industry’s evolution over the past several decades, particularly where operations are concerned, is most discernible when looking at advances in technology, guest expectations and the effort hotels are making to ensure a seamless guest experience. Hotels also have shifted in the way that they are attempting to retain talent by offering them a pathway to ascend the corporate ladder. Certainly, the pandemic is responsible, to an extent, for reshaping the industry, as has brand consolidation and proliferation.
Because the operations segment is the engine that runs the entire hotel machine, all systems must be coordinated, in harmony, and high functioning. All of these operational functions must also be highly integrated and work in tandem.
Operations: The Heart of Hospitality
“Operations are at the heart of hospitality,” said Christopher Tatum, Aimbridge Hospitality full-service division president. “The shift we’ve been diligent in reinforcing is moving from a reactive mindset to a proactive, anticipatory approach. By leveraging analytics and training, our teams consistently exceed expectations in ways that feel personal and seamless. Today, the best operational strategies are built around agility, guest-centricity and empowerment of staff. This gives our teams the tools and flexibility to solve problems before they even arise.”
Caroline Dyal, senior vice president of operations with Crescent Hotels, added that operations shape how experiences are delivered. “I think we’re really central in evolving the growth of the industry because we have to consistently pivot. We used to be just about managing efficiencies, but now operations have evolved to become more of the connective glue between commercial promises and guest experiences.”
“Running a hotel today is about so much more than just day-to-day operations—it’s about managing a full business ecosystem in a fast-moving, global market,” added Scott Crunk, executive vice president of operations, GF Hotels and Resorts. “Leaders have to juggle asset management, owner relationships and brand performance, all while making sure the hotel runs efficiently. Success isn’t just about great service anymore; it’s about optimizing revenue, channels and profitability, too.”
Technology Integration
Most industry insiders agree that technology and artificial intelligence have been at the forefront of change, with countless technology systems available. These include contactless and mobile solutions for check in and check out, along with mobile key technology to access rooms; smart rooms; cloud-based property management systems; technology focused on sustainability, and digital communication and task management apps for housekeeping.
What all of these systems have in common is that they aim to revamp both the guest experience and operational efficiencies, while giving staff more time to concentrate on other tasks.
Take QR codes, for example. “If you had asked me six years ago what I thought the future of QR codes is going to be, I’d say I would not put a penny in it,” said Will Loughran, chief operating officer with Concord Hospitality. But after Covid, he said, QR codes are used for everything from ordering menu items, contactless check in, access to information, feedback and more. “This is an example where we see consumers’ level of readiness for self-guided, self-directed engagement in the operational process. That was not so much the case before Covid.”
Dyal added, “The way technology has propelled us forward creates a different version of connectivity and really guides the guest experience. The guest is autonomous and creating their way forward, can include us to have us guide their experience. There’s more opportunity with experiential connectivity than there ever was before.”
Guest Preferences
Deniz Dorbek Kocak, CEO at the Bright Hotel, said that more than 70 percent of travelers today expect personalization; those figures may increase in the coming years, as Gen Z and Alpha will be the primary travelers in the future.
“Today’s consumer is not the same as 25 years ago and is changing rapidly; all of that causes a shift in how you take care of that particular customer,” said John Paul Nichols, president and CEO of Club Quarters Hotels.
Many of today’s hotel guests want to be in control of their own experiences.
“Early on, it was always about talking to the guest and engaging with the guest, and now you have to identify if the guest wants to be engaged face-to-face or through the tech platforms that are available,” said Tommy Holmes, CEO of Ivy Hospitality.
“Travelers today expect more than just a clean room—they want experiences that feel personal and seamless. Technology makes things convenient, but human hospitality is still at the heart of it all,” added Crunk.
Tatum agreed. “What stands out most to me is how the guest journey has become more holistic and personalized. People aren’t just booking a room; they’re seeking experiences that fit seamlessly into how they want to travel.”
The guest experience is so important, observed Nichols, that even if you have an older hotel with fewer amenities, so long as that customer is treated well, the hotel will do well. On the flip side, if a hotel doesn’t deliver the basics and be hospitable or responsive to the guest’s needs, the hotel will flail.
Talent Retention
As the hospitality industry is people-focused, talent retention has become even more important over the years, particularly as the industry is reputed to have a high turnover rate.
Holmes said that the focus on talent and retention has become crucial, particularly over the past six years. “The pandemic required us to ensure that we were competitive within the workplace and within the labor market to attract the right talent,” he said.
Now, the focus should be on continuing to build that pipeline of talent and enabling individuals to grow their hospitality career.
“Providing a safe environment for associates and enabling them to advance their careers is critically important,” added Loughran. “Being the employer of preference and being the hotel that people want to work and aspire to work for is critically important, as is providing a safe environment for associates and enabling them to advance careers.”
“With labor shortages and the competition for talent, investing in leadership development has never been more important,” said Crunk. “At GF Hotels & Resorts, we saw this need and created GF CAP, a tiered certification program to keep associates engaged and help them grow—something that just wasn’t common 20 years ago.”
Asset Management
Loughran said that one major fundamental shift in operations is in asset management by third party managers, particularly with the rise of franchising. This opportunity for professional asset management has added a lot of value to the industry.
“You have asset managers really paying very intense levels of attention to the hotel management and the hotel operation; they are very learned and very knowledgeable about how to oversee operations in the hotel,” said Loughran. With that, he added, comes a much more sophisticated layering of data analysis. “Data management, data analysis and performance comparison information has become very relevant and critically important.”
Crunk agreed that over the past 20 years, third-party management companies have become a much bigger part of the hotel industry, significantly impacting operations. “By bringing in these specialists, owners can focus on their investments while relying on experts who know how to run hotels across different brands and work effectively with flag requirements. With more competition for management contracts, these companies are constantly expected to deliver operational excellence, strong financial performance and innovative solutions.”
A Look Ahead
Though no one has a crystal ball, insiders can make educated guesses about where hotel operations are headed. “We see the industry moving toward even deeper personalization, sustainability and smarter use of technology. AI and automation will continue to evolve, but not at the expense of human connection; rather, they’ll support it,” said Tatum.
He added that the industry will see more wellness and eco-conscious practices becoming the norm. “Success will come from continuing to create environments that are efficient and emotionally resonant, where guests feel both cared for and in control of their experience.”
Dyal believes that fluid labor modeling—cross training team members so that they can be shifted to different roles as demand changes—a concept that she said arose after Covid—is on the horizon. “We can allow accessibility for more people to not only do their job at hand but find a new skill and a path forward in the industry,” she said.
“AI and predictive analytics will drive operational decisions in real time. Sustainability will sit at the heart of every design and it will become more about creating ecosystems of belonging than managing the rooms and restaurants. Hotels will become more emotional and more complex in the future,” added Kocaz.
And regarding sustainability as being a value that many guests seek out, Kocak said it has transformed from ‘nice to have’ to a very core business driver.
Loughran said that the industry will see a lot more integration of technology systems rather than disparate systems.
Everyone agrees that it is important for the industry and individualized hotels and brands to keep up with operational changes, as guests and teams expect it. “If we don’t evolve like other industries, whether it’s on talent retention, performance management or tech within the industry, we will start to lose that talent pipeline of our next generation of leaders within the hospitality space,” said Holmes.
“If we’re not evolving and living up to the speed of service our guests and teams expect, we’re missing the mark. Our market dynamics continually change; if we’re not keeping up, we won’t be relevant,” added Dyal.
Operational Trends That Have Stayed the Course
The guest experience has always been important, but how that guest experience is delivered has changed. First impressions, said Loughran, are still as important as ever. “The check in experience has to be great. First impressions of the guest room have to be phenomenal. If those things go well, your experience at the hotel significantly improve. If you have subsequent issues, you’re much more forgiving or much more critical if the first 15 minutes doesn’t go well.”
“Flexible service models, customization and the emphasis on authentic human connection continue to be central. Even as technology advances, guests consistently value genuine interactions. The most memorable experiences are still rooted in hospitality’s human touch,” said Tatum.
And, some years ago, there has been a shift in the way space is used in hotels, something that is hanging on today. “Lobbies, years ago, were waiting rooms and hotels started experimenting with actuation—now the lobby is the social part of the property: a coworking space by day, community hub by night, where travelers and locals can really cross paths. This is a very powerful shift,” said Kocak.