From day one, my position as a Coordinator was never properly defined. The company created the role before deciding what it would actually involve, so expectations changed constantly. My job title and responsibilities were rewritten multiple times, which caused confusion and friction across departments. It felt like the cart was put before the horse — they hired for a role the organization wasn’t ready to support.
At the same time, there is a strong culture of favoritism and nepotism within the restaurant and banquet departments. Family members and close friends are allowed to supervise one another and make decisions around scheduling and gratuities, creating conflicts of interest and an uneven playing field. Communication is inconsistent, and accountability is minimal. The focus often shifts from teamwork and quality service to personal gain, leaving employees frustrated and undervalued.
During my time there, the atmosphere became increasingly tense and defensive. Speaking up about fairness or process concerns often resulted in being excluded from shifts or opportunities instead of being heard. The lack of transparency in gratuity distribution and scheduling decisions has a major impact on morale. The restaurant side of the operation still isn’t ready to function as a cohesive part of the hotel, and it shows.
