Shannon Craig has been in the hotel industry for a quarter of a century. Prior to joining Rydges Wellington is a story that spans 18 years of her career. Craig has worked as a general manager across all brands in various parts of Australia, as well as a stint in London. Her most recent role was as EVT general manager of South Australia, before deciding to move back to New Zealand with her husband Karl.
“After 20 years in Australia, we had discussed the possibility of returning to New Zealand, and the right opportunity finally presented itself,” said Craig.
“I have had the pleasure of working in Canberra twice before, and there is something about being in the Nation’s Capital that makes you feel like you're in the thick of things, which I enjoy.”
During her tenure at QT Canberra, she served as vice president of Canberra Women in Business and a board member of AHA Canberra. Craig added that even during the Challenging times of Covid, being in Australia’s capital provided access and opportunities to be heard when the industry needed it most.
Craig is now general manager of Rydges Wellington, which she described as being an iconic hotel and a market leader in many ways. Rydges Wellington prides itself on providing genuine local hospitality, with a strong focus on community both internally and externally.
“Having worked in hotels for 25 years, I have a deep appreciation for the unique atmosphere and culture that each hotel offers. At Rydges Wellington, I have the luxury of remaining within a company that celebrates individuality, which makes every new hotel feel like home.”
Building a great team is essential, and Craig said that her priorities as general manager align with those of her peers. She added that the people at Rydges are the backbone of its success, and that providing a diverse and inclusive workplace and investing in training and development are crucial to delivering exceptional service.
“At Rydges Wellington, we take pride in our established reputation and strive to maintain the highest standards. We invest heavily in our staff, with a significant number in development programmes. We also recognise the importance of coaching and mentoring team members who are new to the hospitality industry.”
Technological innovation is something that Craig is focussing on, primarily back-end processing, including communication and reporting systems. She noted that by streamlining these processes, it can ensure that team members have more time to spend interacting with customers and guests.
Craig expressed that the biggest challenge is also the hotel’s most valuable asset, the people. She also noted that this is not a new problem, but has been exacerbated by the recent pandemic, and by losing team members to other industries during shutdowns and closures.
“To address this, we must create great workplaces that entice both young and experienced professionals to join our team. This may require us to be more flexible and innovative in our approach to the traditional hotel model. Ultimately, we must take our guests on this journey with us.”
The recovery from the pandemic has seen a significant amount of experience within the industry leave. However, Craig said that many positives have come from the experience.
“We have become more agile and adaptable, making changes to processes and procedures that had remained unchanged for years. Our communication skills have improved, we have learned the importance of saying "no" when it is the right response, and we have gained a better understanding of our people and their needs.”
