Organizations were and are appreciative of their internal HR efforts. Although informal in nature, insights were revealing and mirroring intel from strategic business review meetings AETHOS has held recently with hospitality clients. Topics honed-in on include, for example, leadership, crisis management, and employee engagement – yet, the opportunity was always taken to also “check in” on organizational pressure points.
AETHOS has held informal roundtable discussions throughout the pandemic. The pressure is building and reverberates across the HR community. Reason enough to take stock and assess:Ħ Operational priorities set the tone for better business recovery They must please investors (with dividends, ROI, etc.) whilst pushing forward with initiatives that place sustainable business practices at the core of an organization’s DNA. It is fair to say then that organizational leadership teams, including Human Resources executives, have their hands full. For example, stakeholders, as well as shareholders – who have already become more attuned to Environmental, Social, and Governance (ESG) principles – expect a marked step forward as it relates to an organization’s social, environmental, and societal impact. It is important to note that this is taking place at a time when there is heightened interest, as well as public scrutiny, toward an organization’s “footprint” and purpose.
In the current business context, most hospitality organizations are finding themselves wanting to strike the right balance of “building back better” without jeopardizing a speedy recovery and keeping sustainable business practices at the heart of it all. (first published in Hospitality Insights)
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