老舗旅館人手不足をチャンスに 気ままなリライト158
Japan’s workforce challenges, particularly in the hospitality and service sector, have necessitated a broader approach to managing unmet job demand without compromising operational efficiency or service quality. As tourism is surging like an incoming tide towards many domestic destinations, traditional Japanese inns or ryokans, are being under pressure to keep their lanterns burning brightly and their guests’ experiences as enchanting as ever. Those inns are charting new courses to navigate the treacherous waters of labor shortages, ensuring they can meet their operational needs and maintain financial stability without sacrificing the high standards of service they are known for.
With the recent surge in tourism driven by an increasing number of domestic and international visitors, labor shortages in the hospitality sector, including accommodation and food service businesses, have become more severe. A report from the Ministry of Health, Labour and Welfare revealed that the number of unfulfilled job openings due to a lack of available and willing workers reached 1.48 million by the end of June 2023, marking an increase of 150,000 from the previous year. Notably, the accommodation and food service sectors experienced the highest growth in job openings, with an increase of 330,000 positions.
A Japanese inn in the hot spring resort area of Susukinohara in Hakone Town, Kanagawa Prefecture, is among the accommodation facilities grappling with unmet job demand. This inn, part of the Ichinoyu hotel group expanding across the Hakone area, has redefined how it addresses labor needs by viewing unmet job demand not merely as a need for more workers but as a need for tasks and roles to be completed. Instead of focusing on recruitment, this facility is enhancing the capabilities of its current staff members. This strategy aims to improve service quality by rewarding the employees based on positive guest recommendations, thereby retaining them. Each time a full-time employee's name appears on a guest review sheet, the employee receives a bonus of 500 yen, in addition to the average hourly wage of over 1,700 yen in the Hakone area as of May. Those tangible incentives are motivating employees to upgrade their service skills, resulting in better in-house operational performance, a more rewarding work environment, and a strong reputation that attracts a wider pool of potential employees.
Watazen Ryokan, a time-honored Japanese-style lodging in Kyoto City, Kyoto Prefecture, has adopted a strategy that aligns with the redefinition of unmet job demand by focusing on maximizing revenue from existing resources rather than increasing staff members. Founded in 1830, this historic ryokan, known for a traditional architectural style, has been forced to adjust its operations due to the labor shortage. By offering half of its rooms as lodging-only and concentrating the occupancy solely on the rooms with a one-night stay and two meals, thereby increasing the room rates, the retreat imbued with ancient Japanese elegance is maintaining quality service by reducing the demand on its current staff members. This scale-down approach is ensuring financial stability despite fewer guests, as raising room prices are compensating for the reduced occupancy, helping to maintain overall revenue. Masayo Ono, the 40-year-old female manager, explains, “If guests feel the prices are reasonable because of their satisfaction, it indicates that our exceptional hospitality is effectively conveyed through the pricing.”
With fierce cross-prefectural competition in the labor market favoring job seekers, Ibusuki Hakusuikan, a traditional Japanese inn located in Ibusuki City, Kagoshima Prefecture, has found it challenging to meet their operational needs without relying on international workforce. Situated in the south of the Satsuma Peninsula, the hotel offers stunning oceanic views and a unique "sand bath" experience, where guests bury themselves in naturally heated sand from coastal hot springs, attracting numerous domestic and international tourists. This allure has not translated into being a financially rewarding workplace for its employees. Although the average annual income has increased by 7% over the past three years, it still is paling in comparison to the salaries offered by newly launched semiconductor-related companies in Kumamoto Prefecture. Rather than redefining the unmet job demand through innovative methods, the hotel management compensated for a lack of Japanese employees with international staff members, filling seven of the eleven new positions this spring with employees of international nationalities. The hotel also plans to bring in six migrant workers from developing countries through the “Technical Intern Training Program.” This strategy includes upskilling programs to ensure that in-house tasks are performed efficiently and to the same standard as domestic employees, without compromising the service quality.