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Hotel Industry News

Sunday July 5th, 2009

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Understanding that not all of us are motivated by the same things: A new look at awards and recognition by John Hogan
	Awards are important to many people, as they are really forms of recognition that we all yearn for. They do not need to always be big cash prizes or exotic incentive trips for sales managers who exceed their annual quota of bookings.
Opportunity is missed by most people because it is dressed in overalls and looks like work." Thomas Edison (1847-1931) Most of us realize that criticisms and problems are pointed out and highlighted often and regularly. We are not always as quick to identify what works well h a meaningful recognition program that honors the person as an individual is what gains the attention and sometimes even the loyalty of the staff, which in turn usually leads to higher guest satisfaction and higher profits. In the hospitality industry, we often privately and publicly talk about our most important asset as being our people. We hear that it is not the "polished marble or the lobby waterfalls or the shiny brass" that will make us successful, but the staff that we employ to carry our message, to represent us and to meet the needs of our customers. It seems that many of us miss the opportunity to recognize our most important asset much of the time. There are dozens of ways to accomplish this and many of them need not cost much in dollars, but they do need the "cost" of attention and managerial/owner time. Some of us have recognition programs, like employee of the month. Some of us have an incentive program that focuses on the sales department booking levels or certain managers' reaching projected financial results. And yet, many of us still haven't caught on to the realization that the occasional "poor attitude" that seems to creep into our organization is at least partially due to the fact that some (or perhaps many) people are not being adequately recognized for their accomplishments. How do we define accomplishments? In the most fundamental way, it means meeting the minimum standards. Minimum standards are like minimum wage in many cases, though. If one sets the goal low enough, the target will be hit and then we wonder why our results are not better. Perhaps a better definition of accomplishment could be in our goal setting process, in that we include some higher targets and include some positive actions that include: • Specific achievements • quality benchmarks met and exceeded • success in a defined and agreed upon way • improvement in a formerly troubled department • return or repeat customers • Project completion, etc. Future columns will discuss goal setting in hospitality, but this one focuses on ways to provide specific action steps to recognize even the small accomplishments. It is that string of small feats that create the real winners, because that combination of success is what makes teams. SPECIFIC RECOGNITION IDEAS 1. PUBLIC RECOGNITION Write up a press release (with photograph) in local paper for length of service, recent promotion, special project successfully completed, etc. If possible, send this to the person's home town paper. Smaller town papers and weeklies shouldn't be overlooked. This is also PR! Include it in the staff or company newsletter. 2. PERMANENT MEMENTO When someone is recognized as Employee of the Month, or receives an acknowledgment for something, cash or merchandise may be frequently part of the honor. Include a plaque, certificate, picture, etc. as well, though. It is that keepsake that will keep the memory of the accomplishment alive after the dinner or cash is long gone. This is something to display, to show to friends, etc. 3. GROUP ACTIVITIES Summer picnics and diverse activities such as sponsored teams (if open to all interested) are appreciated by most staff. Not everyone may care to come and we need to learn not to get our managerial feelings offended. A twist on the traditional Christmas party is the one sponsored for the management team of Lettuce Entertain You, Inc. in Chicago. These people operate a number of restaurants, including the famous PUMP ROOM at the Ambassador East Hotel. On Thanksgiving morning (a slow time for most hotels and restaurants), management couples and children come to the PUMP ROOM (an upscale, sophisticated place) for Breakfast with Mr. and Mrs. Santa Claus. Years ago, we stayed at this hotel while this event was going on (they allowed my kids to join them-nice touch) and the parents and kids enjoyed themselves. 4. SHARED SAVINGS Provide a way of obtaining staff input. Give a 10% cash bonus of savings created through a suggestion program. (This "better idea" program has enormous potential) 5. THE MOST PERSONAL DAY OF ALL In these challenging days, consider re-arranging you’re paid holidays if you're not in a position to add any. Recognize each person as unique and make each person's birthday a personal holiday. This can also spread some payroll benefits out, in that the holiday doesn't all occur on the same day. 6. SHARED HOSPITALITY Consider providing a night out on the town for that manager or employee who has really performed well under trying conditions, or a pressure deadline or short-staffed. Dinner, theater (plays or movies), free room, etc. can help on the home front, too. 7. PUBLIC RECOGNITION Provide a contribution to charity or community program in their name as recognition for their service. This can be items other than cash. 8. THE MOST PERSONAL DAY OF ALL, part 2 When we reach adulthood, the only birthday cards many of us receive are from immediate family and our insurance agent. A system can be easily set up to send every staff member a card, even at big hotels. A shared cake or other special event recognition monthly at staff meetings is always well received. 9. SELF IMPROVEMENT Provide reimbursed seminar costs for attendance at approved professional workshops for self development. 10. CONTINUING EDUCATION Participate in paying tuition, books, etc. for staff member. Many hotels cover Educational Institute courses after the staff member passes the course. This encourages active participation. 11. PROFESSIONAL RECOGNITION Create special or advanced titles, based on performance i.e. Senior Receptionist, Towers housekeeper, Chief Electrician, etc. Be careful to be accurate & fair. 12. HOTEL TEAMS Selection as member of hotel committee- safety, Christmas party, quality assurance, awards, etc. Be certain that these are working committees that get results & are FUN! 13. LONG TERM PROGRAMS Create matching funds account for IRA or other retirement funds. Many of us may not be in a position to do this now, but to keep good people, this should not be permanently overlooked 14. TANGIBLE ITEMS Consider a "shopping spree" for a special job well done, i.e. set a time or financial limit. Take pictures and post them! If you belong to a franchise group or with a large management company, send them to that company's newsletter. Staffs do read them! 15. PERMANENT RECOGNITION The saying goes that there are "different strokes for different folks" . Scholarship or Trust Funds in their name for a school or cause they consider important has real meaning for certain members of your staff. 16. SHARED HOSPITALITY-PART 2 In this industry, we frequently have the ability to arrange for what is perceived to be all expense paid trips & time off. Ways to do this effectively in these challenging difficult times include bartering and trade-outs with other hotels, transportation companies, attractions, etc. Many of those groups could be or should "partners in hospitality" and are also having challenging times: Examples: * a weekend at nearby resort for most consistent quality * a 3 or 4 day long weekend for contributing most to property profitability * Up to one week for exceeding booking or revenue goals by 20, 30% etc., if it is demonstrated this booking came from the individual’s drive or initiative and not a call in or lead from the CVB. This is best redeemed after the group has left and paid their bill. This category could cost money-make it one that can be rewarded on the basis of significantly improved quality and/or profitability 17. INCENTIVES Create an assertive upsell program for any department that deals with revenues , i.e. reservations, desk, food/beverage service, audio/visual, pool, health club, etc. Make sure everyone understands the rules and make the time period judged short enough to be effective, yet long enough to make it profitable for the hotel 18. BONUSES Specify an amount or percentage for certain achievements. These need to be achievable and equitable: * $xx for most days without an accident * $xx for most consistent/highest scores on performance * % of savings in reducing loss of linens, china, etc. * % of increased sales/ADR over predetermined goal * Most number of guest rooms cleaned this week/month * Lowest turnover in departments with more than 10 staff There is no single answer, just as there is no single hotel style or design or operation that is the only one that will be successful. It is the realization of Edison's thought on missed opportunity that limits most of us. John Hogan, MBA CHA MHS is the Director of Education & Cultural Diversity for Best Western International, the world’s largest hotel chain. Best Western International has more than 4,200 hotels in more than 80 countries and is one of the world’s oldest organized hotel brands, founded in 1946 in California. He serves on several industry boards that deal with education and/or cultural diversity including the Hospitality Industry Diversity Institute, the AH&LA Multicultural Advisory Council, the AAHOA Education and eCommerce Committee and is the Best Western liaison to the NAACP and the Asian American Hotel Owners’ Association with his ongoing involvement in the Certified Hotel Owner program. He holds an undergraduate degree from the University of Massachusetts and an MBA from the University of Northern Washington. His professional experience includes over 30 years in hotel operations, food & beverage, sales & marketing, training, management development and asset management on both a single and multi-property basis. He is a Certified Hotel Administrator (CHA), a Master Hotel Supplier (MHS) and is a past recipient of the American Hotel & Lodging Association’s Pearson Award For Excellence in Lodging Journalism. He has served as President of both city and state hotel associations. John’s background includes teaching college level courses as an adjunct professor for 20 years, while managing with Sheraton, Hilton, Omni and independents hotels. Prior to joining Best Western International in spring of 2000, he was the principal in an independent training & consulting group for more than 12 years serving associations, management groups, convention & visitors’ bureaus, academic institutions and as an expert witness. He has conducted an estimated 3,000 workshops and seminars in his career to date. He has published more than 175 articles & columns on the hotel industry and is co-author (with Howard Feiertag, CHA CMP) of LESSONS FROM THE FIELD – A COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES, which is available on from HSMAI www.hsmai.org and other industry sources. He resides in Phoenix, Arizona and is finalizing work on his Ph. D. which includes a 2nd book – The Top 100 People of All Time Who Influenced and Changed the Hotel Industry. The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication or of Best Western International.