In 2008, I felt honored to be asked to create and deliver a focused program on the experience economy for one of the major international hospitality companies that offers a number of brands in its portfolio. This series of ten programs held across North America offered practical ideas on ways to capitalize on guest understanding and the program was added to their corporate university web site as a resource.
This organization has several advisory groups representing various ownership entities and I was asked to share some ideas on ways to improve staffing quality in these demanding economic times for one of their newsletters. I was pleased to do so in early winter and have extended that introduction to include Fundamentals to Retaining Quality Staff
Every economy has its cycles and demand in the hospitality industry for quality lodging will have its peaks and valleys. The availability of quality staff in hotels is a critical reason why it is essential to retain quality staff in all cycles. The cost of turnover for a line level position is estimated to be as much as $6,000 according to research by Cornell University faculty.
When the economy is strong, recruitment and retention is critical because of volume. When the economy is mixed or struggling, retaining our trained staff is essential because of the obvious need to exceed the expectations of our guests.
Inspiring and retaining quality staff does not take place because compensation is 'adequate ' or the staff ' is fortunate enough to work in a new hotel, as we have all seen a great team spirit exist in older facilities . Retaining that team spirit and the exceptional staff requires capable and caring business practices and strong leadership skills.
'A company culture cannot be imposed or mandated. It must grow from within over a long period.' Isadore Sharp, Founder Four Seasons Hotels
Here are a baker's dozen of fundamentals for retaining quality staff
1. Define who you and your hotel are. Every hotel, business and organization has a 'culture.' I have personally worked in family businesses, partnerships, associations, small and large companies and brands. Each of them had a certain approach or 'way of life' in which they chose to operate. Isadore Sharp implied, in the quote above, care and action must be taken to develop the right type of culture to meet the long term needs of a successful hotel and/or company.
2. Hire the right people the first time and place. Screen new prospects to verify that they will buy into your culture. Find people who are looking for the characteristics of your hotel culture - you need people who are service oriented. The right fit makes for a cheerful and appreciated person who is less inclined to leave.
3. Reasonable compensation is certainly an important factor, but look at the total compensation package. This could include such items as full or partial benefits like health care, a 401(k) that has a potential employer match, physical examinations, prescription discounts, annual flu shots, CPR training, and reimbursement for wellness classes.
4. Make certain that raises or bonuses are tied to performance and not just time in the position. Performance-based plans should be designed very carefully to make certain that your staff is motivated to strengthen the business as appropriate to their contributions.
5. Provide recognition by thanking staff for a job well done, with a handwritten note or hotel wide recognition if appropriate. When you observe a specific achievement, reward it right away with a bonus or non-cash items such as event or movie tickets or an extra paid vacation day.
6. Acknowledge your staff birthdays. Follow the example of Southwest Airlines, known for promoting a feeling of family among its employees.
7. Showcase your staff. Again, Southwest Airlines is a leader in the many ways they express pride of their staff and accomplishments. They exhibit pictures and bios of new employees in common areas, they feature a number of staff in company wide consumer magazines and have photo collages at many boarding gates showing 'happy' people enjoying their jobs! People who feel appreciated and valued are more likely to stay in that work place.
8. Ask for your employees' opinions and actually use their ideas when appropriate.
9. Facilitate your staff's professional development. Possibilities include university or community college classes, professional seminars and conferences, membership in a professional organization, or even cross-training for career moves within your hotel. In tough economic times, one may need to limit this to staff that have been with you a certain length of time.
10. Create community supporting events such as a charity drive or local cause. Treating staff like family by support (financial, facility, equipment, time, etc) extends the culture of the hotel beyond the daily business and makes the hotel a real part of the community. Some hotels have additional and more informal events, such as a non-holiday celebration after your busy season.
11. Adequate training is essential. I am familiar with a number of major brands and management companies that effectively cross-train as many staff members as possible, across disciplines to allow for keeping the best staff integrated into the hotel's long and short success.
12. Tools and equipment must be able to support the system, the culture, the guest and the staff. Payroll, taxes and benefits are usually the largest expense in the hospitality industry Not having adequate tools to do the job is a very short term approach.
• Technology and computers are always changing - keeping up with the latest is not always possible but they do need to be fast and dependable enough to minimize guest and staff frustration.
• Copiers should be reliable and fast.
• Internet access is now as critical as the phone for effective communications.
• Comfortable, functional office furniture and fixtures are essential, as are the basics of office supplies such as staplers, paper supplies, mouse pads, etc
• Food and beverage areas (including those at select service properties) need proper levels of equipment to professionally and properly service guests.
• The engineering, laundry and housekeeping areas all need their levels of equipment to be successful. (These areas have been discussed in earlier BAKER'S DOZEN columns for Executive Housekeepers and Chief Engineers.
13. Finally, recognize that clear and effective communication is a critical responsibility for every hotel manager, regardless of hotel size, location or affiliation. Regular and consistent two-way communication with all staff is an essential component of closing the loop on clear expectations and to avoiding potential mixed signals.
Feel free to share an idea at johnjhogan@yahoo.com anytime or contact me regarding consulting, customized workshops or speaking engagements. Autographed copies of LESSONS FROM THE FIELD - a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES can be obtained from THE ROOMS CHRONICLE www.roomschronicle.com and other industry sources.
All rights reserved by John Hogan and this column may be included in an upcoming book on hotel management. The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication
John Hogan's professional experience includes over 35 years in hotel operations, food & beverage, sales & marketing, training, management development and asset management on both a single and multi-property basis. He holds a number of industry certifications and is a past recipient of the American Hotel & Lodging Association's Pearson Award for Excellence in Lodging Journalism, as well as operational and marketing awards from international brands. He has served as President of both city and state hotel associations.
John's background includes teaching college level courses as an adjunct professor at three different colleges and universities over a 20 year period, while managing with Sheraton, Hilton, Omni and independent hotels. 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 joined Best Western International in spring of 2000, where over the next 8 years he created and developed a blended learning system as the Director of Education & Cultural Diversity for the world's largest hotel chain.
He has served on several industry boards that deal with education and/or cultural diversity and as brand liaison to the NAACP and the Asian American Hotel Owners' Association with his ongoing involvement in the Certified Hotel Owner program. He has conducted an estimated 3,100 workshops and seminars in his career. He served as senior vice president for a client in a specialty hotel brand for six years.
He has published more than 350 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 from a range of industry sources and AMAZON.com. He resides in Phoenix, Arizona and is finalizing his 2nd book based on his dissertation - The Top 100 People of All Time Who Most Dramatically Affected the Hotel Industry.
Expertise and Research Interest
• Leadership and Executive Education
• Cultural Diversity
• Operational Management
• Developing Academic Hospitality programs
• Professional Development & Accreditation
• Customer Service
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