At the same time, it should be noted that the crisis is a time to strengthen the hotels’ positive image as employers. Building the hotel’s internal image and employee perceptions of it is complex and ambiguous. However, it should not be neglected, because if the statements and actions of the organization, its positioning in the market do not coincide with the reviews of its employees about it, then the negative internal image will overlap the whole positive. As a result, the hotel will lose part of the consumer market, its reputation in the eyes of potential candidates for existing vacancies in the hotel, as well as its clients.
The hiring suspension and massive wave of layoffs have become real hurdles for some companies, which have set goals for a culturally diverse and inclusive workplace. However, even when deciding whether to discharge employees, managers must be guided by the principles of cultural pluralism and inclusiveness. The COVID-19 pandemic, like any crisis, provides unique possibilities for development and improvement – it is a unique opportunity to increase inclusiveness and focus on the professional development of employees belonging to particular minorities. Attention should be paid to the fact that now, in the conditions of tough competition with alternative lodging services, hotels need employees with different cultural backgrounds. If the task is to select specialists that the company did not attract before – who know the specifics of work and understand the situation on the market, who are able to implement a new concept and propose a new direction for hotel development – then it is necessary to use all the company’s advantages and motives that drive people, based on their background in the context of diversity.