are in a good state of working order, which our heating does work, it isjust not order, which our heating does work, it is just not brilliant. it is order, which our heating does work, it isjust not brilliant. it isjust not brilliant. it is “ust very cold fl it isjust not brilliant. it is “ust very cold sometimes. i it isjust not brilliant. it is “ust very cold sometimes. we h it isjust not brilliant. it isjust. very cold sometimes. we could it isjust not brilliant. it isjust - very cold sometimes. we could be heading to something. jessica hill, investigations reporter for schools week. it could be akin to the cladding crisis. it seems to be coming to a head with a lot of the building getting past its shelf life at the same time. i building getting past its shelf life at the same time. at the same time. i think you re riuht. i at the same time. i think you re right- i think at the same time. i think you re right. i think it at the same time. i think you re right. i think it
One of today s major challenges in our hospitality industry is coping with the pressure coming from Generation Z employees. Gen Z expects more engaging and meaningful jobs and is far less likely to adhere to the traditional, purely vertical, "chain-of-command" style of leadership that still characterizes many hospitality-related organizations (HROs), not to mention the dimensions of ethics and social responsibility that many people of this new generation want to find in the very nature of their work. Reinventing more employee-centric leadership styles is key to attracting a new generation of talents to our industry.