Aimbridge Hospitality General Manager Department Employee Reviews

generally great all around, just a strange climate in hospitality along with heightened expectations around rate of return which feels like has turn the industry a little sideways right now... not quite upside down.

I like Aimbridge, but I feel like the GMs get too much thrown on them which results in them being unable to be present with the team. If I do an extra 2 hours at home once my son is asleep, then I feel like I can be productive onsite. If I don't use my down time to get caught up then I'm behind.

It was good when I started but it's going downhill. We have less and less properties and there is disconnect between CEO says and what we deal with in the field

I love my job, love my team, love my regionals

Its been a great learn experience. I love coming to work.

Relatively transparent but feels like we are missing a few links to allow hotels to function to their fullest potential. A stronger front when it comes to certain tools and products with a clear-cut direction could help drive better communication across all hotels. (Quore, Teams)

They care; they want you to succeed. They are willing to help you grow.

regional is always available, understanding, won't just hang up the phone. thanks Andre

They allow us to do our job and guide us when we encounter obstacles.

I like that they seem down to earth and approachable. I met Craig Smith briefly in Orlando and he was very kind and did not seem to have a big head about him. I also like Chris O'Donnell, I met him in Orlando as well and he is approachable and I like the direction he is taking with the SS Team.

We are all over the place with no direction

We are losing good hotels and limiting growth opportunities

Learn to communicate and actively help managrs and not hide information form managers in order to help them, and stop with the micromanaging.

Communication across the board. There are multiple issues that could have been avoided by communicating what was going on or what the plan was rather than waiting for the GMs to discover an issue created and having to question the higher ups regarding it.

Training, Standards, Communication, being bias.

Strongest bonus program that I have had in any company

I like the ability to obtain a quarterly as well as an annual bonus.

The bonuses, the traveling at least once a year to corporate office. I love the passport

Aimbridge employee rates and the many various brands.

I appreciate the Bonus potential, criteria and timely payout.

Be paid at market wages

I was making more money at another hotel, as a General manager, I didn't have to work the front desk. I took a pay cut because I wanted out of that hotel/ownership & now I'm paying for it financially. I feel like I'm doing two jobs for one price-working harder for less money

Brought up to market pay,

No recognition and no support from self centered direct manager.

Compensation is good though not great. It's not all about salary. Benefits are also key and should include PTO days, not vacation/sick/holiday. Gives more flexibility and options.

A good mix of eager to learn and happy to work, sprinkled with the usual curmudgeons

I like when I get the chance to be with my fellow GMs. I wish we had more chances and I wish that we could have a conference again..

They always show up for their shift

we work as a team , not afraid to work

diversity, inclusion, variety and location

The corporate office team is hard to work with

My employees that I inherited, need improvement. I have tried to work with them and train them with no avail. Now that I have tried my hardest and they aren't changing, they need to go. I have several write ups for one and was told by HR that I cannot terminate.

ownership initiative communication associate engagement follow up

Sense of optimism of things to come.

The training programs are good

not micromanaged, everyone is always happy

the challenges of managing a hotel that has a unique owner

I like what Aimbridge preaches, I like our pillars and our values, but as a GM it can be difficult to have the team buy in when they feel like they have been burned by above property before.

outside of my region, GMs seem to be islands. There is limited communication/interaction between hotels and the RVPs are not helping foster any sort of camaraderie between them.

Sense of accomplishment and building of new functions/features for the team to use.

My team and the great guests

My team and interacting with guests

Guest, team members, not the same repeat thing, always busy

the challenges that is brought forth on a daily basis

Above property needs to work on saving face with the on property, line level staff. My team feels like above property does not care about them. We see leaders visit Full Service, just because we aren't glamourous does not mean we do not deserve attention.

GM's get to much on the plate, it seems the more you move up after GM level, the less work you do and the more micromanaged GM's are. A lot of stress

Staffing issues can be a challenge to navigate.

Heavy load does not allow us the time to create the culture the company wishes to have on property. There can be better opportunities with collaboration amongst area properties. lack of clear growth opportunities. They are spoken of often, but lack concise plans.

I'm bored. I took over a hotel that needed a lot of work and now that it has been cleaned up there is very little to keep me engaged.