Woody Montgomery
EVP Human Resources
PM Hotel Group
October 2020
Every organization is feeling the impact of COVID-19 as they navigate the current environment and come up with strategic plans for the future. For the hospitality and food and beverage industries, operation models may never be the same.
“I think some of the safety protocols will stay in effect. I certainly hope we’re not wearing masks 12 months from now, but I think going forward we’ll be a lot more cognizant of airborne threats. We’re definitely learning how to do business differently,” said Woody Montgomery, executive vice president, human resources for PM Hotel Group.
The organization is a top-15, independent hotel management company that operates 53 properties. Montgomery has been with the company since 2008, but he’s been leading human resources efforts in hospitality since 1991.
In his tenure, he’s weathered all kinds of storms, including airline deregulation, the terrorist attacks on September 11, and the 2008 financial crisis.
“With COVID-19, we were hoping that there would be a rebound later in the year, but now don’t see that happening. We don’t expect to hit 2019 levels until 2022,” said Montgomery. “We know we’ve got some work to do, and we’ve got to operate differently from now until then.”
Because of the pandemic, PM Hotel Group has had to furlough or lay-off two-thirds of associates and quite a few positions from the corporate level. Montgomery has found he’s been able to cross-utilize workers to help bridge the gaps—specifically, an HR director at one of PM Hotel Group’s properties that is now overseeing the Engineering Department.
When times are tough you have people that step up, and we’re finding ways to operate more efficiently.
“My goal right now is to get as many people back to work as we can,” said Montgomery.
The organization has also written a 70-page playbook outlining safety and cleanliness procedures for all 53 of its hotels.
“I think we jumped into it quickly because we knew that one, we have to protect our employees,” said Montgomery. “And two, we have to let our guests know that we have gone to great lengths to make sure they are coming into a safe environment.”
Along with more frequent cleanings, Montgomery said guests can expect to see changes to dining options as hotels have discontinued buffets and now provide boxed pastries or similar offerings for breakfast in some locations.
PM Hotel group is also changing the reservation system. They’ve put new policies into place that discourage employees from booking rooms that have been occupied within the past three days. The organization has also put up signage at the front desk, acknowledging staff is mandated to wear masks. However, to preserve hospitality, the signs include this message, ‘Behind this mask is a smile.’
Montgomery says overall he’s been impressed with the resiliency of his workforce. He’s visited a handful of hotels to thank workers for their patience and the long hours they’re putting in.
“We go to the GMs, we go to the staff, we go to the housekeepers, and we thank them for what they’re doing because these are tough jobs. They don’t have the signs you see at hospitals calling them heroes, but they hear it from us,” said Montgomery.
Not only are CHROs maneuvering the challenges associated with a global pandemic, they’re also addressing ongoing calls for racial equity. Since the death of George Floyd earlier this year, organizations have taken a closer look at the systems and policies they have in place as they strive to ensure their workplaces are diverse, equitable and inclusive and reflect a commitment to diversity.
Montgomery said in the wake of Floyd’s death, he connected with several of PM Hotel Group’s Black general managers and was moved to hear they all felt welcomed and included by the enterprise. However, Montgomery says even if the feedback from the workforce is positive, it’s important to stay vigilant about addressing unconscious bias.
“We can’t deny that it exists, so we’re taking additional measures and reissuing statements to make sure everyone knows where we stand,” said Montgomery. “We’re also planning to have conversational groups tackle tough topics.”
Despite the hurdles associated with the social justice movement and the pandemic, Montgomery said, “I would not want to be in a static environment. The type of culture I'm in right now has challenges every week. This is a time for HR to take control of things and shine.”
Special thanks to Woody Montgomery and PM Hotel Group.
by CHROs, for CHROs
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