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Stage 5 — Opening

Recruitment and training

A hotel is only as good as the person who met the guest today.

Get in touch+995 322 560 565
01Planning and advisory 02Brand and franchise 03Architecture and design 04Development 05Fit-out and procurement 06Recruitment and training 07Food and beverage 08Pre-opening 09Sales and marketing 10Revenue management 11Hotel management 12Financial control and audit

Everything that must exist before the first guest. All services →

Staff turnover in hospitality is high. If knowledge lives only in people's heads, every departure means a drop in quality.

So we work on two levels: we hire the right people and we build procedures that stay after they leave.

What it covers

Building the team

  • Recruitment of general managers and department heads
  • Staff recruitment across all departments
  • Job descriptions and staffing structure

Onboarding and training

  • An onboarding programme for new employees
  • Training: front office, housekeeping, F&BFood and Beverage — restaurant, bar, breakfast, room service and banqueting., sales

Appraisal and labour cost

  • KPIKey Performance Indicator — the measure by which a person's or department's result is judged. systems and an appraisal procedure
  • Rota planning and labour cost optimisation

A poor general manager costs one budget a year

One wrong appointment changes a hotel's annual result: rates are set badly, the team breaks up, scores fall and recovery takes two seasons.

So we treat hiring for that role as an investment, not as filling a vacancy.

Frequently asked questions

When should I hire the general manager?
Nine to twelve months before opening. The GMGeneral Manager — the person responsible for the hotel's day-to-day operation. takes part in finishing the design, choosing systems, building the team and setting the budget. Hire them two months before opening and you hand over decisions already made, often the wrong ones.
How many staff does a 100-room hotel need?
It depends on the segment and the size of the F&BFood and Beverage — restaurant, bar, breakfast, room service and banqueting. operation. For a mid-scale city hotel the benchmark is 0.4–0.6 employees per room, so 40 to 60. With full service and a large restaurant the figure rises.
There are no people on the market — what do you do?
Two things. First, we approach experienced managers directly rather than advertising. Second, for line roles we hire for attitude rather than experience and train them ourselves. Front office and housekeeping can be taught; attitude cannot.
What does the training cover?
Working procedures by department — front office, housekeeping, F&BFood and Beverage — restaurant, bar, breakfast, room service and banqueting., sales — plus using the systems and dealing with guests. Training ends not with a lecture but with the employee running a shift unaided.
What if an employee leaves three months after opening?
Turnover is high in the first year and that is normal. This is why we write job descriptions, procedures and an onboarding programme — so the knowledge does not leave with the person. For management roles we also hold a replacement guarantee period.
Is a foreign manager better than a local one?
Not automatically. A foreign manager brings international standards; a local one brings knowledge of the market, the labour pool and the regulatory environment. What decides it is the individual's experience in this segment and at this size of property, not their passport.

Need to build or strengthen the team?

Write or call. We will look at the project, tell you what information we need and how soon you will have an answer. The first conversation is free.

+995 322 560 565Or write to usMonday to Friday, 10:00–19:00