Georges Farhat
Contributors are not employed, compensated or governed by TD, opinions and statements are from the contributor directly
Could you provide us with an overview on your career growth which is unique to this industry?
I have recently completed 20 long years with the Crowne Plaza Dubai which has been achieved through hard work, patience and dedication. My career growth began with joining IHG as a management trainee in the kitchen where I worked for two years and eight months. During this period, I undertook training on my own despite working in the kitchen. The training was for the front of the house post which, I was selected after two years to be the duty manager. My success story began from here when I moved to the front office. Going forward, IHG recognised my hard work and rewarded me with a growth opportunity every 18-24 months. The selection of duty manager gave me a better understanding of the role, wherein from there I grew to be the assistant front office manager. I was mentored in the role by my then front office manager who taught me the ropes of the business.
Having learnt my lessons well, I was given the opportunity to be the front office manager. During this period, in 2005, I won the ‘Best Front Office Manager’ hotelier award. This was a big achievement and push for me. From here, I got the opportunity to be the rooms reservation manager. However, my sales acumen got the better of me and I excelled in my role. I was appreciated and recognised for my quick response to clients which used to be within minutes. Without exaggeration, I used to use three phone batteries back then as I used to handle the biggest account of the property.
The general manager recognising my potential offered me the role of senior sales manager for four months. However, my absence from the operations department was felt and I was once again moved into that department. Being a senior in the organisation, I was given the role of an assistant front office manager moving from there to be the front office manager.
I handled the role of rooms reservation and from there, got promoted to EAM in charge of rooms thereon to replace the number two who left in 2008. It was after a short period that I was promoted to resident manager followed by hotel manager. On the 1st January 2014, I was given the responsibility to be the acting general manager and effective July 2014, promoted to the position of general manager. In my career growth at IHG, I have changed five GMs and two owners.
It is certainly a unique case but I love the company and am a loyal worker to my company, customers and colleagues. My belief is to work hard and deliver. The hospitality industry is ever changing and opportunities arise every second day. However, I could not find something better than to work with this landmark property in Dubai which gave me the opportunity to also see Dubai grow in the last 20 years.
In my words, if I have to describe the property, it is like a small government. It is a fun place where there is no routine but work is fun and full of surprises. My biggest strength has been interacting with people and I believe that building customer relationships is one of my core strengths.
What has been the motivating factor?
The key motivating factor was my career succession. My growth propelled to look at new opportunities within the organisation. There was never a point of stagnation in one department or in one line of work. The highlight of IHG is that it is people-oriented. The company spends a lot on training and development.
My career decision has been a good combination of my values and the company providing me the opportunity for growth. Taking this opportunity, my advice to all hoteliers is to be patient. The patience certainly pays off and you need to know what you want. You need to keep an open mind to learning in our business as you learn something everyday.
How has the industry changed in your view?
The one thing I like about Dubai is its competitiveness. In my view having competition, helps you think better on how to serve your customer, how to strive to deliver the best. You have to constantly challenge yourself. The city witnesses the opening of a new hotel every three to four months. We need to focus on how to retain your customers. We have noticed that many of our guests come back having stayed in other properties. The only draw is the people within the hotel that make our guests feel at home.
Do you see a shift in customer expectations over the years?
Absolutely, there is the price factor that plays a very important role. Today customers feel they own a hotel because of rates being paid. Service expectations are high. In the old days, the price was much less but the service was good. Today, the expectation is value for money and service. Also looking back, the city did not have the multi-nationalities coming into business. This has changed as now Dubai gets a varied mix of guests from different nationalities. The ground rule is you have to be smart and professional in looking after your guests.
How have you managed to sustain in this competitive environment?
We have a massive number of repeat customers which on an average is about 35-40%. Our customers do not leave us. We can confidently say this despite growing competition. When our guests check-in, they feel at home as they are known by our staff. We understand their needs. In addition, the location plays a pivotal role.
What would be key differentiating points that set Crowne Plaza Dubai apart from its competitors?
In my opinion, the focus on service is a big factor. This is coupled with the kind of staff and the variety of offerings within the hotel. We have 13 restaurants which gives our guests enough to choose from in terms of food and entertainment.
What are challenges faced by the property?
The challenge we have at the moment is that the property needs uplifting. This is an urgent requirement right from the façade, hotel lobby to even the rooms. We are in talks with the owner and will hopefully come out with a conclusion around early next year.
What methods are being adopted to retain repeat customers?
We have a successful IHG rewards programme wherein we have 80 million members across three tiers. In terms of services, we were the first hotel to provide free Internet across the hotel in 2013.
How do you see the company investing in its employees?
The company constantly rolls out new programmes for employee enhancement. Just last month, IHG has come up with the leadership programme. This is specifically for managers and supervisors on how to become a leader and manage your people. We did conduct a similar programme in the past which has been recently revamped. Another one is preparing for a China ready culture. We are rolling this out as we are looking at best ways to capture a percentage of the China market. They are the biggest tourists as of date. We are training our 758 staff in understanding the Chinese culture. The next is Lobster Ink which is focussed on the food and beverage and banquets service.
Do you see a big challenge in terms of staff retention?
Yes, it is a big challenge but we as a company, try our best to retain our employees. However, the Dubai market is much open as there is competition for not just guests but also employees. This creates the need for companies to be at par with industry standards be it with salaries or employee growth and enhancement. Our benefits provided are encouraging and we are in line with the market. People who have worked here feel that there is something special about the property. It is like a university and it is a fact that everyone who has moved on from Crowne Plaza Dubai has been successful in their career.
What according to you are the key factors to retain staff today?
Good employees are retained through encouragement with self development and always providing them an opportunity for growth. Employees within the organisation are always given the opportunity to consider vacant positions before they are advertised externally.
What is your advice to hospitality professionals today?
When you stay with a company, you learn, you grow and increase your network. People tend to know you better. Loyalty is essential but there is also the need to keep yourself updated and move with the change.
Comments are closed.