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Insight


RECRUITMENT & RETENTION Grosvenor Casinos


lot more work to be done by trade bodies to better convey the rewarding career opportunities that we can offer.


The hospitality sector has been very vocal about the challenges it faces both now and as we emerge from the pandemic. Is this negativity an obstacle in attracting talent to this sector?


I’m not sure that the spectre of Covid has cast that kind of pall over the sector from an employer point of view. Tere’s an indomitable spirit in the hospitality sector among our colleagues, especially those that choose to work in customer-facing environments who tend to be more resilient and extrovert individuals by definition. Certainly, in the first 15 days since we opened (interview conducted June 1), we’ve seen a healthy return of customers back to the sector, which is great for the morale of colleagues too. I’m not worried about post-Covid’s effects on our sector from an employability or employee attractiveness point of view. Tis is an entrepreneurial, fast moving and dynamic sector and I think it always will be.


Is this a good time to be looking for a career in gaming?


Unquestionably. I don’t think there is any better time than right now to enter a business in which we need the talent that’s out there. We are at a


“I don’t think there is any better time than right now to enter a business in which we need the talent that’s out there. We are at a very fertile point in our development in which we can entertain new ideas. Bringing new talent into the business enables us to think differently too. So, I think this is absolutely the right time in a post-Covid world to join a business like ours, as it has never been more dynamic.”


very fertile point in our development in which we can entertain new ideas and do things differently. Bringing new talent into the business enables us to think differently too. So, I think this is absolutely the right time in a post- Covid world to join a business like ours, as it has never been more dynamic.


What are the immediate near- to long-term changes and threats that you’re facing and how is Grosvenor tackling them?


Te first thing we need, for the sake of all our colleagues in the short-term, is to fully open our venues without social distancing as soon as it is safe to do so. Beyond July 19th, we further hope that the lifting of restrictions is permanent, because the continued uncertainty created by intermittent closures is not only bad for the


business, but it also creates huge anxiety for our colleagues. We need clear direction from the government to support us on this.


Moving to the long-term and the potential threats to the casino sector, I believe it’s completely in our hands. We need to ensure that we don’t stand still. As the online sector continues to innovate and push forward, we need to match pace with it. Now is the time to put our foot on the collective gas, to step forward and challenge ourselves to create new, different and better experiences for customers within our venues. One example can be as simple as offering brilliant service, every single day, from engaged colleagues who are delighted to meet customers again, giving them a sense of thrill and excitement playing a real game on a real table. Enhancing those experiences also encompasses technical innovations and ideas, which includes omnichannel experiences and the merging of online and physical spaces.


I think that if we internalise our issues and don’t think more broadly about how we can progress the customer experience, this will be a problem for the casino sector. However, it’s in our hands to embrace the opportunity we have and think really carefully about creating different and better experiences for customers in both physical and online spaces. In this way we will emerge from this in a stronger position than ever.


WIRE / PULSE / INSIGHT / REPORTS P39


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