Independent and boutique hotels face the same labor and cost pressures as branded properties, but with fewer economies of scale and higher expectations for personalized service.
As automation gains ground, these hotels are grappling with how to modernize without losing what makes them special, which includes their reputation for high-touch service. This often requires independent and boutique hotels to walk a much finer line than their branded counterparts.
Jenifer Neptune, co-founder of Boutique Hotel Professionals, creates distinctive and individualized hospitality experiences that are curated to the needs of each property and its clientele. The growing need to balance automation with attention has added a new layer to her playbook, inspiring her team to rethink labor strategy, concept design and tech adoption to preserve personalization while staying lean.
Q: How have wage increases and ongoing staffing shortages shaped your labor strategy across the assets you manage?
Neptune: They have significantly reshaped labor strategies across boutique and independent hotel properties. We have had to offer more competitive wages, including enhanced benefits like additional holidays, such as Martin Luther King Day, Juneteenth and employee birthdays. Offering perks like annual bonuses for hourly associates, wellness programs and even daily pay options has also become more common.
In response to labor shortages, many properties are offering more flexible and part-time roles to attract students, retirees and parents. Increased attention is also given to employee engagement initiatives – recognizing top performers, encouraging feedback and acting on it.
Q: How do you balance personalized service with operational efficiency in a labor-tight market?
Neptune: This requires a strategic blend of high-touch hospitality, smart resource allocation and targeted tech adoption. We have accomplished this by focusing on meaningful personalization and allocating personalized services to VIPs, long-term stays and repeat customers. It’s always critical not to lose the personal touch! This is our business and we are paid to make sure everyone is treated like gold, so we have to go above and beyond by creating experiences.
Q: How are you using concept design or tech-forward programming to reduce staffing needs without compromising the boutique experience?
Neptune: Concept design and tech-forward programming have become a strategy with today’s labor challenges. Hotels are turning to lobby cafés, grab-and-go pantries and even self-pour wine bars reduce the need for full-service F&B staff. Mobile check-in and keyless entry also reduce front-desk staffing while offering guests flexibility and convenience. You have to be careful with this, however, because you don’t want to now feel like a limited-service hotel.
The boutique hotel model focuses on creating experiences, and this can still be done while offering options that will reduce the number of associates. In-room QR codes have also gained a lot of speed post-pandemic by linking to digital guides, menus and concierge recommendations, allowing guests to self-navigate their stay.
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