“Manusia, Bukan Sekadar Staf: General Manager dan Seni Mengelola SDM Hotel”
Hotel boleh memiliki gedung megah dan teknologi mutakhir, tetapi tanpa manusia yang tepat, semuanya hanyalah dekorasi mahal. Di sinilah General Manager (GM) memainkan peran sentral sebagai pengelola sumber daya manusia. Baum (2015) dalam Human Resource Management for Tourism, Hospitality and Leisure menegaskan bahwa industri perhotelan adalah industri padat karya, di mana kualitas layanan sangat ditentukan oleh perilaku dan motivasi karyawan. GM bertugas memastikan bahwa visi layanan hotel benar-benar hidup di tangan para staf.
Secara struktural, GM bertanggung jawab atas kebijakan rekrutmen, pelatihan, penilaian kinerja, hingga pengembangan karier. Data International Labour Organization – ILO (2021) menunjukkan tingkat employee turnover di sektor perhotelan global mencapai 30–35% per tahun, jauh di atas rata-rata sektor lain. Hotel dengan tingkat pergantian karyawan tinggi terbukti mengalami penurunan kepuasan tamu hingga 20%. Angka ini menjelaskan mengapa GM tidak bisa memandang staf hanya sebagai biaya operasional, melainkan sebagai aset strategis jangka panjang.
Dalam praktik sehari-hari, pengelolaan manusia sering kali jauh lebih rumit daripada mengelola angka. GM bisa menghadapi staf yang performanya bagus tetapi sering terlambat, atau karyawan yang sangat rajin namun kurang ramah pada tamu. Di sinilah muncul sisi humor sekaligus tantangan: GM harus menjadi pemimpin yang tegas, pendengar yang sabar, dan kadang “orang tua dadakan” bagi staf yang sedang bermasalah. Goleman (2018) menekankan pentingnya kecerdasan emosional pemimpin dalam industri jasa, karena emosi pimpinan akan menular langsung ke kualitas pelayanan.
Pada akhirnya, keberhasilan General Manager dalam mengelola sumber daya manusia tercermin dari suasana kerja dan pengalaman tamu. Staf yang merasa dihargai akan melayani dengan tulus, bukan sekadar mengikuti prosedur. Dari hubungan manusia inilah reputasi hotel dibangun secara perlahan namun kokoh, menjadikan GM bukan hanya pengelola organisasi, tetapi juga pembentuk budaya kerja yang menentukan arah hotel ke depan.
TIM
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“People, Not Just Staff: The General Manager and the Art of Managing Human Resources”
Hotels may boast magnificent buildings and advanced technology, but without the right people, they are merely expensive decorations. This is where the General Manager (GM) plays a central role as a human resource leader. Baum (2015) in Human Resource Management for Tourism, Hospitality and Leisure emphasizes that hospitality is a labor-intensive industry, where service quality is largely shaped by employee behavior and motivation. The GM ensures that the hotel’s service vision is genuinely embodied by its staff.
Structurally, the GM is responsible for recruitment policies, training programs, performance evaluation, and career development. Data from the International Labour Organization (ILO, 2021) shows that employee turnover in the global hospitality sector reaches 30–35% annually, significantly higher than most other industries. Hotels with high turnover rates experience guest satisfaction declines of up to 20%. These figures highlight why staff should be treated not merely as operational costs, but as long-term strategic assets.
In daily practice, managing people is often more complex than managing numbers. A GM may deal with high-performing employees who are frequently late, or diligent staff members who struggle with guest interaction. This is where humor and challenge intersect: the GM must be firm, empathetic, and at times act as an impromptu counselor. Goleman (2018) underscores the importance of emotional intelligence in service leadership, as a leader’s emotions directly influence service quality.
Ultimately, the General Manager’s success in managing human resources is reflected in workplace atmosphere and guest experience. Employees who feel valued serve with sincerity rather than mere compliance. Through these human relationships, a hotel’s reputation is built gradually yet solidly, positioning the GM not only as an organizational manager but also as a culture shaper who defines the hotel’s future direction.
THE TEAM
