At INNhotels, the General Manager role is intentionally broader than traditional hotel operations management. Operational competence is expected as a baseline, not as a measure of success. The GM is responsible for the property’s business performance, including financial outcomes, workforce sustainability, risk management, and long-term value creation. This includes understanding human capital as a strategic investment, not simply a staffing cost. A hotel can be operationally efficient in peak season and still structurally weak in the shoulder or low season if the labour strategy is reactive. The GM is therefore accountable not only for staffing levels, but for how labour costs are managed across the full operating cycle. This means the GM is accountable for: • Financial outcomes across peak, shoulder, and low seasons • Workforce stability and retention, not just headcount • Use of external tools and programs to offset cost and risk • Long-term leadership capacity and bench strength Ownership expects GMs to manage labour with the same discipline applied to revenue, pricing, and capital decisions. An operator ensures shifts are filled. A business leader ensures labour decisions support both current performance and future resilience.