What I Learned From Hiring Hundreds of Hospitality Workers by HR Ayu Ria Pratiwi

Ayu Ria Pratiwi, People & Culture Manager

I began my career in People & Culture (Human Resources) in 2014. Since then, I have worked across various sectors of the hospitality industry—including hotels, villas, waterparks, shopping malls, and today, I serve as the People & Culture Manager at a resort in Nusa Dua, Bali – Glamp Nusa.

Your Attitude Gets You Hired, Not CV

Over the past decade, I've been involved in almost every aspect of P&C from employee administration, recruitment, payroll, and training to organizational development. Yet among all these responsibilities, recruitment has taught me the most about people. I have never counted exactly how many candidates I've interviewed, but the number is certainly in the hundreds. From interns and Daily Workers for wedding events to waiters, cooks, housekeepers, front office staff, spa therapists, stewards, supervisors, and managers.

After years of hiring, I have learned one important lesson:

A CV tells only a small part of someone's story.

In hospitality, we are not simply hiring people who can perform tasks. We are hiring people who can create memorable experiences through genuine service. Someone may have five years of restaurant experience, yet still struggle to make guests feel welcome. Meanwhile, another candidate with only one year of experience may already demonstrate warmth, empathy, and a true service mindset from the moment they greet you.

I often tell my team:

"Skills can be trained. Knowledge can be taught. But attitude is much harder to build."

It may sound like a cliché, but the longer I work in hospitality, the more I see how true it is. Many people assume P&C only evaluates academic achievements or work experience. Of course, I review both carefully.

But my assessment actually begins before the interview starts. I notice simple things:

• Do they arrive on time?

• Do they inform us if they are running late?

• How do they treat the receptionist?

• Do they come prepared?

• How do they behave when they don't think they're being evaluated?

In hospitality, these small details often reveal a person's true character. I once interviewed two candidates with nearly identical experience. The first had a stronger résumé but arrived unprepared and appeared disengaged throughout the interview. The second had less experience but arrived early, greeted everyone warmly, and showed genuine enthusiasm to learn. We hired the second candidate. A few years later, that person became one of the most reliable employees in the department.

Show You Want to Learn, Not Promoted

Early in my P&C career, I was often impressed by candidates who spoke confidently during interviews.

Over time, however, I learned that confidence and job readiness are not always the same.

Some candidates interview exceptionally well but struggle to accept feedback once they start working. Others may be nervous, speak softly, or even answer imperfectly, yet possess an incredible willingness to learn. I still remember interviewing a young Commis candidate whose English was limited. He was visibly nervous and asked me several times to repeat my questions. When I asked why he wanted to work in hospitality, he simply replied:

"I want to make my family proud, and I'm willing to learn anything."

The answer was sincere. He joined us as a Daily Worker, later became a contract employee, and four years afterward we met again at another company this time, he had already been promoted to Chef de Partie thanks to his strong performance and dedication.

Stay Consistent Even When No One Is Watching

In recruitment, it's tempting to search for "star employees." But hotels don't run because of a few stars. They run because of people who consistently show up, follow standards, and can be relied upon every single day. As a People & Culture Manager, I'd rather build a team that:

• Shows up on time

• Supports colleagues across departments

• Maintains service and cleanliness standards

• Remains professional under operational pressure

At our resort, we frequently manage wedding buyouts and large-scale events where operational demands can become extremely intense. During those moments, intelligence alone isn't enough. What matters most is the ability to stay calm, dependable, and focused under pressure.

Consistency is often underestimated, yet it has one of the biggest impacts on the guest experience.

Make “Responsible” Your Second Name

Throughout the years, I've experimented with many interview styles. One question consistently provides the deepest insight:

"Tell me about a mistake you made at work, and what you did afterward."

The answer often reveals a person's mindset. Candidates who blame circumstances tend to focus on who was at fault. Those with a strong sense of ownership focus on what they learned and how they improved.

In hospitality, the ability to admit mistakes is invaluable.

Guest complaints are inevitable. What separates average employees from future leaders is their willingness to take responsibility and continuously improve.

Don’t Think Your Efforts And Commitment Go Unnoticed

Many people see the Daily Worker position as temporary labor. My experience says otherwise. Some of our very best employees started exactly there. The role becomes a real test of adaptability, learning agility, and commitment. I always pay attention to Daily Workers who ask thoughtful questions, take notes, help without being asked, and maintain professionalism regardless of their employment status.

When low season arrives and we must decide who deserves contract extensions or permanent opportunities, those small behaviors often become the deciding factors. After conducting countless exit interviews, I have also learned that employees rarely resign simply because of salary. More often, they leave because they feel unappreciated, have poor relationships with supervisors, see no career growth, or believe their voices are not heard. For me, this is one of the biggest leadership lessons in hospitality. Employees who feel valued are far more likely to stay. Those who feel ignored gradually lose their engagement. That's why I believe recruitment doesn't end when someone signs the employment contract. In many ways, that's when the real work begins. After watching so many careers develop, I've noticed a clear pattern. The employees who eventually become supervisors usually:

1. Look for solutions before excuses.

2. Care about team results, not only personal tasks.

3. Accept feedback without becoming defensive.

4. Help others without being asked.

5. Maintain standards even when nobody is watching.

Interestingly, these qualities rarely appear on a résumé. They reveal themselves through everyday behavior.

Today’s Hiring Priorities

If I were hiring for our resort today, my priorities would be:

1. Attitude

2. Willingness to learn

3. Teamwork

4. Consistency

5. Technical experience

Experience certainly matters, especially for specialized roles. But in hospitality, guests rarely remember how many years someone worked. They remember how that person made them feel. After interviewing hundreds of candidates since 2014, my greatest lesson remains simple:

"We are not hiring résumés. We are hiring people."

The people who succeed most in hospitality are not always the smartest, the most articulate, or the most experienced. More often, they are the ones who remain humble, eager to learn, consistent in their work, and genuinely committed to creating exceptional guest experiences.

As the People & Culture Manager at Glamp Nusa, Nusa Dua, I continue learning with every interview I conduct.

Because every interview is not only an opportunity to evaluate a candidate—it is also an opportunity to better understand what truly helps people grow and succeed in the hospitality industry.

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