Don’t let it get away!

Why succession planning in hotel housekeeping departments is crucial for success

There has consistently been a lack of preparation for when staff leave or retire, often taking with them more than our best wishes for the future – a plethora of skills and knowledge that no one else has. Succession planning within housekeeping departments in the hotel industry is now increasingly recognised as a vital part of workforce strategy, though it has historically not been utilised compared to other departments. This is not unusual as this occurs across the cleaning services industry.

Having a well-thought-out and prepared succession plan is crucial for the long-term success and sustainability of housekeeping services. It ensures that a business can smoothly transition existing staff into a role when key personnel leave or retire, minimising disruptions and maintaining operational efficiency.

Succession planning plays a vital role in the overall continuity of a business. It is about identifying and developing talent within the organisation to fill key positions when necessary. By actively planning for the future, you can avoid any issues when unexpected departures leave a void that is difficult to fill.

It’s not just about filling immediate vacancies but ensuring the long-term sustainability of a business. A proactive approach allows you to anticipate, identify and prepare for future talent needs. By identifying high-potential employees and providing them with the necessary training and development opportunities, you create a pipeline of qualified individuals ready to step into these key roles.

So, what challenges does Housekeeping Succession Planning face?

• The Peter Principle: Promoting the best cleaning operative to a leadership role without proper training.

• Lack of formal pathways: Many housekeeping departments still rely on informal promotion practices, which can lead to inconsistent results and missed opportunities.

• High turnover: The transient nature of housekeeping roles makes long-term planning difficult unless retention is addressed.

So, what should we be doing?

• Identifying key roles and talent gaps: Assessment of which housekeeping roles are critical to operations (e.g. executive housekeeper, housekeeping supervisor). Identifying potential internal candidates who have demonstrated leadership potential and reliability.

• Developing internal talent: Having development programmes in place so staff are given cross-training in all key skills and functions of the department. Offering management training in preparation for when existing staff leave the business so candidates can transfer into a role with both knowledge and skills – they should be set up ready for success, not taking on another discipline of which they have limited knowledge.

• Putting mentorship and coaching in place: Senior staff mentor junior team members, passing on operational skills, knowledge and leadership skills. This is especially important where there potentially is a high turnover of staff.

• Formal training programmes: Offering management development training that includes housekeeping as a specialisation. These development opportunities can combine on-the-job training with accredited training qualifications.

• Performance metrics: Tracking KPIs such as leadership readiness, team engagement and operational efficiency.

• Effective communication: This plays a key role in any succession plan. Transparency and open communications allow employees to understand the importance of succession planning and identify their value within an organisation. It is important to create a culture where employees feel comfortable discussing their career aspirations and seeking feedback to develop and move into potential roles.

Best Practices for Housekeeping Succession Planning Across the industry the consensus is, this is what we should be doing:

• Start early

• Create clear career paths

• Invest in soft skills

• Use mentorship strategically

• Review plans regularly

So, let’s get cracking and not lose all that skill and knowledge, which also celebrates the legacy of those excellent staff who retire, are promoted or even headhunted. Remember that Failing to Plan is Planning to Fail!

Delia