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Archive for the ‘Hotel franchising’ Category

Hotel Painting in a Franchising Global Economy

More hotel chains are opting to franchise, versus company (“co.-own”) own, their brand properties. And, more hotel brands are pushing, vigorously, for wide global recognition.



A few relevant questions for the career hotel painter. . .

1. How does the hotel painter’s role change?

2. How does his or her job opportunities change?

3. Where does the skilled hotel painter and decorator fit?


A lot may depend on the painter’s hotel career path:
1. level of “star” experience (1-to-6 star hotel class),

2. loyalty to hotel chains/corporations, as an employer.


Some career hotel painters stick with hotel chains.


* They prefer the corporate framework.

* They thrive in a big business culture, or environment.

* They accept the trade-offs attached to belonging to a large organization.

* They need structure and established policies and practices.

* They want lateral opportunities to transfer to different locations, even to different brands.

* They buy into the political and governing hierarchy.

* They prefer a narrowed, more limited job description.

* They need job security.


Skilled painters with larger hotel chains expect the benefit of job security. Steady work.
1. If they keep their noses clean.

2. If they don’t make waves, or minimize issues – eg. workman’s compensation claims, complaints.

3. If they follow orders, and leave decision-making to management.


What makes for a great corporate hotel painter?


Basically, they’re the same qualities needed to succeed as a commercial painter with a large contractor.


1. Professional approach to painting trade, and construction industry.

2. Corporate mindset.

3. “Big game” player.

4. Narrow, focused job scope – with broad flexibility as needed.

5. Preference for limited flexibility and responsibility.

6. Keen P.R./customer service skills, with trickle-down transparency and accountability.

7. Limited need for creativity and autonomy on job.

8. Overall, limited interest in vertical mobility, and leadership role.

9. Willingness to follow orders. No dissent, minimal input.


In early September, a career hotel chain painter emailed, then phoned, me. His hotel (brand) was being switched to a franchise. He’d been told that everything would continue status quo.


On September 30, he was fired. On October 1, he was given the option to sign on, as a temporary, with an external employee leasing company. A separate division of the national hotel management company, that the franchisee had put in charge of the hotel business.


His eighteen years of corporate hotel service, loyalty and security had been replaced with career uncertainty and financial instability. He’d lost his retirement and vacation plans, health savings account, group incentive package, professional education credits, and mobility/transfer opportunities.


Still, he signed on with the new employee leasing company.


“I’m hopeful,” Greg wrote, “that I can turn it into a permanent position. With the hotel management company.  Where I can transfer to other properties they operate. Especially for my hotel corporation…”


By the way, “Greg” (not real name), worked previously as superintendent for a painting contractor, that specialized in hotel projects. Clients were mid-to-large sized hotel corporations.


His experience reminded me of the difference between employment through IUPAT, and an open shop. And, also employment in a “Right-to-Work” state. No guarantees, no security, minimal support, limited benefits, limited systems.


Enough said on the subject. Right, Greg?


* Post dedicated to all painters and decorators, who really work at being professionals, regardless of what is going on around them. Or, with someone else.

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Thanks, everyone, for hanging in there. Your greater rewards are on their way!

And, thanks for your calls, and for visiting “Painting with Bob.”

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Copyright 2015. Robert D. Hajtovik. All rights reserved.

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