Bridging the gap: HR and operations in hospitality

In hospitality, there’s often an “us and them” dynamic between HR teams and frontline operations. As someone who has worked on both sides, starting in operations before transitioning into HR, I’ve experienced firsthand how this divide can impact teamwork, trust, and overall business success.

My Journey: From Operations to HR

I grew up in the hospitality industry, working primarily in operations before moving into HR at 31 to achieve better work-life balance for my family. At first, my transition was smooth because I already had strong relationships with many managers, and they knew I understood the day-to-day realities of running a hospitality team. But when I returned from maternity leave as an HR Manager, I was working with new managers who only knew me in my HR role. I had to prove that I wasn’t just about policies and paperwork: I truly understood their challenges.

The HR vs. Operations Divide

Hospitality managers are some of the busiest people I’ve worked with. They juggle everything: running a team, managing service, looking after guests, and keeping the operation running smoothly. HR, on the other hand, operates within a framework of legalities, policies, and structured procedures. This can sometimes cause friction, as managers make quick decisions on the floor that may not align perfectly with HR protocols.

For example, in a fast-paced service environment, a manager’s priority will always be the guest in front of them - not necessarily ensuring an HR process is followed to the letter. However, certain legal and procedural elements can’t be ignored. The challenge is striking a balance between operational realities and HR compliance.

Real-World HR Challenges in Hospitality

Take this scenario: A head chef and a junior chef had a heated argument during service, and in the heat of the moment, the head chef told the chef to leave and don’t come back. From an HR perspective, this could be seen as an instant dismissal, which carries legal risks. Ideally, the chef would have informed HR immediately, so we could handle the situation properly, initiating a suspension and a fair disciplinary process instead of an off-the-cuff decision. The head chef was worried that they had done something wrong so didn’t contact HR straight away.

In another case, I asked a management team if everyone’s right-to-work checks were in order, only to be met with blank stares. This is a huge legal risk, not only for the employee but for the business owner, who could face severe penalties.

How HR and Operations Can Work Together

So how do we bridge this gap? How do we ensure managers feel supported rather than burdened by HR?

1. Visibility and Presence: HR teams need to be seen and accessible. If managers know you personally and see you as an ally rather than an enforcer, they are far more likely to engage with you early on.

2. Strong Relationships: HR professionals must take the time to understand the pressures of operational teams. This means being humble, listening, and showing empathy rather than enforcing rules from an office.

3. Flexible, Practical HR Support: While HR policies are essential, they must also be realistic. There needs to be room for flexibility in how procedures are applied, ensuring they work for both the business and its people.

4. Two-Way Feedback: One of the most valuable things HR can do is actively listen to feedback from the front line. Policies and procedures should evolve to match the fast-changing nature of the industry. The workforce is constantly shifting, with different generations bringing new expectations about work-life balance, communication, and company culture. By welcoming feedback from managers and frontline teams, HR can ensure that policies and people practices remain relevant, practical, and supportive of both business needs and employee well-being.

5. Training and Education: Managers should feel confident in handling basic HR processes themselves. If they understand the fundamentals of employment law, conflict resolution, and fair disciplinary procedures, they will be better equipped to make the right calls when HR isn’t immediately available.

A Unified Approach to Hospitality HR

At its core, HR in hospitality should be about partnership. Managers should feel that HR is there to support them, not to catch them out. Equally, HR needs to trust managers to make the right decisions while ensuring they have the knowledge and tools to do so.

If we get this balance right, we not only improve workplace culture but also make hospitality a more attractive industry to work in. No one wants to join a business where contracts are unclear, legal requirements are ignored, or HR feels like a distant corporate function rather than a true support system.

By breaking down the “us and them” mentality, embracing two-way feedback, and working together, we can build stronger, more successful hospitality businesses, where HR and operations collaborate for the benefit of everyone.