Domagoj Grgić: A hotel is not recognized by its stars, but by the way it works with people

After the first nine stories about the hotel industry, in which he revealed the real operations of the hotel system through his own experience, Domagoj Grgic continues the series 13-story hotelThis time the focus is not on the guest, sales or operations, but on what holds it all together - people.

And not through the classic HR (human resources management) perspective, but through changing the role that department must play today.

Because as Grgić points out, this is no longer a story about human resources as a function, but about HR as the pulse of the hotel.

DOMAGOJ GRGIĆ: A hotel is not recognized by its stars, but by the way it works with people.

A hotel can have a good location, a quality product and excellent occupancy. It can have plans, goals and strategies. But what makes the hotel recognizable in practice is the way it works with people. This is exactly where HR stops being a department and becomes the pulse of the hotel.

In hotels where HR functions properly, the pulse is steady. The system has clarity, people know what is expected of them, communication is clear, and problems are solved before they turn into a crisis. Guests may not be able to name it, but they can feel the difference. The hotel operates in a calm, organized and reliable manner.

HR who understands the hotel does not view the system in a partial way. It does not divide people by functions and hierarchies, but by the role they play in the daily functioning of the hotel. Excellent HR must be present throughout the hotel. From the top of the organization to each individual workplace. Only then do decisions make sense and responsibility remains clear.

In such hotels, recruitment is not just about administration or quickly filling vacancies. It is a thoughtful process that seeks out people who can function in the rhythm of the hotel, in its culture, and according to the standards the hotel wants to live by. HR who understands this knows that a bad choice is the most expensive mistake – because it is not reflected only on one position, but on the entire team.

New people in these systems are not left to their own devices. Onboarding is not a formality, but an introduction to the way things work. It clearly communicates how the hotel works, where the responsibilities lie, who to contact, and what is considered acceptable behavior. It doesn't create luxury. It creates safety. And safety is the foundation of quality service.

This is where the difference between HR that "does the job" and HR that understands the job is often seen. Because when people know what their task is and what is exactly expected of them, they improvise less. And improvisation in a hotel rarely brings consistent quality. It may save the situation in the short term, but it wastes the system in the long term.

HR, which has a real role in the hotel, deals not only with procedures, but also with relationships. Conversations are held on time, feedback is provided, and problems are not swept under the rug. This does not mean that the job is easier or that there is no pressure - the hotel industry always has it, but it does mean that there is a sense of fairness. It is this feeling that often determines whether people stay or leave.

When HR does not have the space for such work, the consequences are not immediately visible. In the beginning, the system is just “patched up.” Hiring is done under pressure, people development is pushed to the back burner, and short-term solutions become the rule. HR then often appears as a problem, even though it is actually left without the tools and support needed to do quality work.

It is important to understand how complex the HR position in a hotel is.. It must balance business goals and human boundaries, between management expectations and the realities of operational life. This is not a role that can be reduced to rules and formulas. It requires experience, consistency and the ability to make decisions that are not always popular, but necessary.

The pulse of the hotel is not measured by declarations. It is measured very concretely: employee turnover, reasons for leaving, sick leave, integration of new people into the team and guest complaints that have nothing to do with the space or equipment, but with relationshipsThese signals don't just speak about people - they speak about the system.

In hotels where HR manages processes optimally, people have room to grow.. The system is clear, expectations are understandable, and work is recognized. People work hard and prove themselves because they see the direction and know they can progress. This desire to develop and prove themselves creates energy that is transformed into quality - both towards the guest and within the team.

The guest does not notice the work of HR directly. But he does notice stability, consistent service and the feeling that the hotel knows what it is doing. When HR is not functioning, it is also quickly felt. Tension, insecurity and fatigue always find their way to the guest.

And in conclusion, HR is the pulse of the hotel. Invisible, but crucial. And like any pulse, it shows the state of the system even when it is not being talked about. The only question is whether we listen to it in time.

Author Domagoj Grgic, Veritas Hospitality

Series of articles: HOTEL IN 13 STORY

About the author

Domagoj Grgić is a tourism manager with more than ten years of experience in operations management, sales and marketing of hotels and resorts in Croatia, with international experience in Ireland.

During his career, he worked in management and operational positions in companies and projects such as Jadran hotels Rijeka, Jadran dd Crikvenica, Monart Destination Spa Hotel in Ireland, Marina Frapa Resort Rogoznica, Heritage Hotel & Marina Martinis Marchi, Imperial Park Hotel Vodice and Le Méridien Lav Split, where he also collaborated with international hotel brands Marriott and Accor.

He is the founder of Veritas Hospitality, a boutique hospitality management and consulting firm specializing in hotel and tourism management. The company helps owners and investors improve their business and develop sustainable tourism projects through operational management, consulting, sales, marketing and financial management.