Interdepartmental communication was both non-existent and seemingly unwanted. The property's emergency management plan was not developed in the slightest and was assigned to non-leadership staff members for review and development. The property severely lacked any semblance of safety culture resulting in an absolute panic anytime there was an inspection by any regulatory organization. The property employed security personnel without seeking licensure from relevant authorities. Due to severely understaffed security "department" (no formal department) other colleagues such as front desk agents, bar staff, etc were asked by management to engage potentially dangerous security incidents. The facility itself was in disrepair, the engineering/maintenance staff had no training, no accountability strategies, or even simple resources like proper tools/equipment to do their jobs. Meanwhile the Director of engineering who was also the director of operations (as well as the person whose responsibility it was to develop the emergency plans) took as much vacation time as they were allowed by Hyatt's monstrous PTO benefit. Of course, I do not mean to say that using PTO is a bad thing, it's earned after all. But, the fact that someone who held two Director titles was not present or competent when they were, had a very tangible effect on almost every aspect of operations. This caused and is still causing a cascading effect of work being passed down to middle and lower management which consequently results in those managers not having adequate time, resources, or support to get THEIR work done. Despite those middle and departmental managers having an unrealistic work load and no support, they were still held to the highest standards and lectured when those standards were not met. This created a cycle of unmet goals, extreme burnout, and resentment all while completely ignoring the causation.
