Interview to Eugenio Pirri about Intercultural Communication in Hospitality

As we announced a few days ago we signed a collaboration as Young Hospitality Summit Lousane as their media partner.

Thanks to it we had the opportunity to do an exclusive interview with Mr. Eugenio Pirri – Chief People and Culture Officer – Global Diversity Champion at Dorchester Collection to talk about Intercultural Communication.

In this interview Mr. Pirri shared with us his opinion about this questions:

  1. What Is Dorchester Collection Approach to Understanding the Intercultural Communication?
  2. What Steps are taken in Dorchester Collection to Eliminate Bias From the Hiring Process?
  3. What does he feel are the most significant barrier to increased levels for women with family commitments to access to High Management roles?
  4. How is he adjusting talent acquisition strategies to be more inclusive for young talent? And how will Dorchester Collection attract talent with different needs, aspirations and experiences from multiple generations?
  5. How the company will transform their work-life balance strategies to attract and maintain young generations?

Eugenio Pirri Interview - Dochester Collection

You can read the full interview bellow.

  • What Is Your Approach to Understanding the Intercultural Communication?

When it comes to intercultural communication, we are continually learning as we grow our internal employee population, alongside the international client base we enjoy throughout our collection. As our hotels have more than 68 nationalities representing our employees, our best and most practical knowledge comes from them as they can share with us knowledge and experiences, both in understanding how we work together but also in how we can create environments that respect each other and promote positive engagement. Alongside this, we then ensure both communication and training supports this knowledge aligned to our core values of Personality and Respect. This practice must be ongoing as the culture evolves with the addition of new people and guests.

  • What Steps Will You Take to Eliminate Bias From Your Hiring Process?

With both attraction and recruitment, it is important to have a strong process in place that both educates and eliminates bias in the process. At Dorchester Collection, one of our key steps in our Values Insight Recruitment Tool that presents scenarios to applicants and is solely evaluated on how this aligns to key behaviours we associate with our Core Values. This ensures no bias in the result and is a key decision making factor in future employment. We then support this by having education with our leaders on eliminating bias throughout the employee journey focussed on self-awareness as many may not even realise that their actions may be affected by bias. We have also found that having multiple people involved in the process ensures a more well-rounded approach to finding the right future employees for our brand.

  • What do you feel are the most significant barrier to increased levels for women with family commitments to access to High Management roles?

This is an area we have focussed much attention on over the past many years as gender equality is a fundamental part of our culture. It is important that not only targets are set and processes improved, but the working benefits that ensure success are aligned. For example, simply stating you will increase the number of women in leadership roles, without reviewing and improving factors such as parental leaves and job protection, will not achieve the results you want. Within our company, we have introduced support at various levels such as when becoming pregnant, to child birth and also at the menopause stage.

It is important to understand that family commitments is not the only area to concentrate on, as women in leadership face different factors at different times in their lives. We have achieved gender balance across our company at leadership level, however, this must be continually supported to be sustained by many practices and procedures long-term.

  • How are you adjusting your talent acquisition strategies to be more inclusive for young talent? And how will you attract talent with different needs, aspirations and experiences from multiple generations?

When thinking about talent acquisition, you must have a holistic approach to many different strategies. Promoting and recruiting future talent must be representative of your entire workforce which is hospitality is varied. At Dorchester Collection, our employees range from 15 to 74 years old. We represent multiple cultures, races, languages, gender identities and more. When we look at young talent in particular, we see this as our opportunity to develop and grow the future leaders in our company. This means having strategies in place that align directly to our Dorchester Collection Training Academy and having entry programmes that support development of knowledge and experience. Attraction is about the future applicant seeing themselves in your company; therefore, how you showcase yourself to the world is important reflecting diversity and inclusion with stories of how their journey can be realised.

  • How will you transform your work-life balance strategies to attract and maintain young generations?

Now more than ever, with the pandemic we are experiencing, work and our personal lives have blurred together. We have been given an insight into our employees lives and therefore, we must ensure we take this new found understanding and support well-being. Our purpose as employers is so much more than giving people a job. We are bestowed with the ability to allow people to be their best selves. The job we give, allows them to create a life for themselves and their experiences at work can have positive outcomes on their work-life balance. Our industry will always be a 24-7, 365 day operation and it is important that when young people join our industry, they understand this. Therefore, the connection of how work is done to how it is passed from shift to shift and day to day, is where the transformation must happen, whether through improved communication and/or the addition of good technology. We will continue to provide mental health and well-being programmes and initiatives to assist our people, but more importantly improve how we listen and act to ensure the great employee experiences.

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