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Andrea Daniels, Global Director, Distribution Partnerships & Strategy – Commercial & Technology, IHG Hotels & Resorts*, HSMAI Global Distribution Advisory Board Member
Hotel distribution faces major challenges in talent management post-pandemic. This topic was brought to the HSMAI Global Distribution Advisory Board to discuss diverse strategies to address these obstacles and how to promote growth in distribution roles.
Internal vs External Hiring
Some members emphasized the advantage of internal hiring, noting that employees transitioned from the central reservation office or guest services team, for example, have demonstrated higher retention rates compared to external hires. This preference underscores the importance of internal mobility and leveraging existing talent pools to maintain team stability. While others talked about the complexities of external hiring and implementing a structured in-office schedule to manage expectations and prevent disparities among different teams.
Remote Work: Boon or Bane?
The shift towards remote work has had a profound impact on distribution teams. Some members shared their organization’s approach to remote hiring, limiting new hires to states where they have operational hotels. This strategy allows for greater flexibility while ensuring compliance with regional employment regulations. However, the push by many companies to revert to in-office work poses a significant challenge. Members noted that such mandates could deter potential talent who prioritize flexibility.
There was discussion about the delicate balance between operational needs and employee preferences. While some team members voluntarily return to the office for the camaraderie and collaborative environment, talent in technical roles often want to remain remote due to the nature of their work.
Opportunities for Growth and Career Advancement
A recurring theme in the discussion was the limited upward mobility within distribution roles. Some members observed that in smaller organizations, vertical growth opportunities are scarce, often leading talented individuals to seek advancement outside their current roles. This lack of clear career pathways can result in decreased job satisfaction and higher turnover rates. Another question asked was, “How many SVPs of distribution are out in the industry?” There is a realization that this role doesn’t exist in most cases and that at this level Distribution is combined with other roles such as Revenue Management, Sales, Commercial, etc.
Effective training programs are crucial for maintaining a competent and adaptable distribution team. However, many organizations lack dedicated resources for ongoing training. This led to a conversation on the importance of certification and continuous education, noting that trained employees are more efficient and confident in their roles.
Participants discussed how the decline in hospitality school enrollments poses a long-term threat to the industry’s talent pipeline. They advocate for integrating distribution-focused curricula within hospitality programs to better prepare graduates for the complexities of distribution roles. Collaborative efforts with educational institutions and industry organizations like HSMAI and HEDNA can also help bridge the training gap.
Summary:
Our discussion pointed to the major challenges in talent management within hotel distribution, emphasizing the importance of internal hiring, the impact of remote work, and the limited opportunities for career advancement. It also highlighted the need for effective training programs and collaboration with educational institutions to address the industry’s talent pipeline concerns.
Questions for your team:
- How can we enhance our internal hiring processes to leverage existing talent pools and improve retention rates?
- What strategies can we implement to balance the operational needs with employee preferences for remote work, especially for technical roles?
- How can we create clear career pathways and opportunities for growth within our distribution roles to reduce turnover and increase job satisfaction?
* This article reflects the collective views of the individual HSMAI Global Distribution Advisory Board members, and not the views of the author alone or of IHG Hotels & Resorts.
As we begin 2025, I am filled with optimism and anticipation as I find my stride as the President and CEO of HSMAI. The year ahead promises to be one of change but also growth. I have no doubt the organization will thrive in the coming years as we both honor and embrace the amazing legacy and strategic direction that Bob Gilbert established. The year will be filled with outstanding celebrations, networking, and education opportunities. 
