With developments over the past 18 months, it’s more important than ever for hotel owners and operators to retain their top performing employees.

The main benefactors of recent developments have been the industrial sectors of finance, logistics, medicine and technology. Hospitality and leisure businesses are finding it increasingly difficult to recruit the skilled talent they need. Therefore, now is the time for hotel owners and operators to implement a strong retention strategy that lays the foundation for the future.

From a staff perspective, the pandemic has added an additional layer to the pre-existing challenges of finding and retaining key employees. If hotel owners and operators do not have a recruitment and retention strategy, they will face even greater challenges to overcome compared to those prepared in this critical area.

Where are we in mid-2021, 18 months after the start of the largest pandemic in recent human history:

  • Development of hotels, resorts and restaurants: Financial institutions limit their risks, which includes avoiding or defer lending to higher level risks, such as the accommodation industry.
  • Continuous reduction in payroll and staff: Due to very limited international travel and canceled meetings and events, the hospitality and leisure industry has seen significant layoffs to improve cash flow and ensure the survival, often with a focus on regional and national demand drivers.
  • Workforce redeployment: Senior level positions and head office staff have been made redundant or moved to other areas, for example on-site to support day-to-day operations, as core employees are very difficult to find. hire, in part because of the change in sectors to other industries, in part because of the prolonged closure of international borders.
  • Talent is changing sectors of industry: with the current state of hospitality and travel, and the uncertainty surrounding the times to come, this has led employees to seek more secure positions in other industries as well. using their transferable skills.
  • Employees prefer not to return: Hospitality professionals do not return due to continued large government unemployment benefits (e.g. UK / Australia) or being uncomfortable working first line for health and hygiene reasons, and the perceived risks that accompany a pandemic.
  • Additional Expenses by Owners and Operators: Attempting to keep hotel employees and guests safe and healthy has resulted in additional expenses for health and safety which cannot be avoided or reduced to short or medium term.

The key points

Understanding turnover and the why: what drives employees to leave?

There are many reasons why employees may choose to move to other pastures. As an employer of choice, it’s critical to understand why employees make these decisions. There is a comprehensive toolkit to prevent this from happening in the first place and foster a corporate culture that supports individuals and their level of happiness and engagement on a daily basis.

Employee satisfaction surveys

These are usually conducted at least once a year and provide a snapshot of the state of employee satisfaction at any given time. When carrying out these, it is essential to then develop a follow-up action plan with the team after sharing the results. The action plan will require critical thinking and a management team ready to tackle challenges head-on, leading head-on. An example for a company that achieves them is: “Great Place to Work”

Pulse surveys in progress

There are excellent tools available in the market today, using smartphones or email and other technologies to assess employee satisfaction anonymously and continuously. These impulse surveys typically ask random questions of a number of participating employees and the results are then shared in real time with designated leaders. Again, this requires an environment for such feedback, but one of the many advantages is that it is done continuously, not just a one-off snapshot. Grouping results by department and location will quickly identify areas of interest to an organization. An example for a company that carries them out is: “SMALL PULSE”.

Exit interview

The “good old method of trust” getting feedback is those who decide to leave the organization with the information they decide to give when leaving. It will be beneficial to look for non-verbal cues when conducting these discussions to get a full picture of what the person is actually feeling. What was the trigger that brought them to this place? Asking open-ended questions, allowing the person to speak freely and without fear of reprisal or making them uncomfortable, these discussions should always take place in a private setting and behind closed doors.

Benefits beyond the money: it’s not just about paying more

Provide employees with learning and development opportunities

On-the-job training, coaching and mentoring from leaders and peers, e-learning, training in collaboration with other reputable organizations, the benefits of having an environment where employees can learn and develop are manifold. Ideally, there should be time at least every month for staff to take training, which is then linked to the company’s KPOs, such as a minimum of 10-20 hours per month, depending on the role in the business. organization. Employee development should be a win-win area, where employees learn additional skills and grow as members of the team, which in turn benefits their department and the company as a whole.

Career development, in addition to promotions

These may include specialist workgroup assignments to other locations on or outside of properties or pre-opening support roles. It can also include offsite learning courses or other specialist support to provide specific advice for someone’s development.

Cross-training, versatility, flexible working hours and the ability to work from home

This is especially critical these days, as long as the business can ensure that the goals are flexible and that the cybersecurity infrastructure configuration provides maximum security. Someone’s personal environment will provide obvious distractions, so a more generous and caring approach will generally provide the same, if not better, results over time. 4-day work week, do you like it?

Internships and “a day in the life of”

Preferred opportunities abound to connect with the local community and media to showcase the leadership team and corporate culture, providing a fertile environment for the next generation of leaders.

Help employees during times of personal difficulty

Employees will never forget how we made them feel, even more so during the difficult times of the death of family or friends, during serious illnesses or other traumatic events. Providing support and assistance, showing attention and being there when it matters most are the most simplistic but often overlooked in today’s corporate culture and in the face of 9-9-6 working hours.

Create a workplace that is truly engaged with the local environment and the city

Be part of the community, connect with local media, chambers of commerce and associations. Celebrate local festivals, support the city at special events, and focus on the environment and sustainability. Perform cleanups, showcase new technologies and reduce our carbon footprint, to show that the organization really cares.

Corporate culture and commitment

Five generations in one workplace – each has its own motivations and trigger points.

For the first time in modern history, five generations are working side by side. Each of these generations has their own unique style of leadership, communication and career development. This doesn’t mean that we as leaders should have different ways of dealing with generations, it just means that we have to understand the specific needs of everyone in our organization and the specific reasons they are here, what motivates them. and what may prompt them to move. to.

A generation is a group of people born around the same time and raised in roughly the same place. People in each “birth cohort” tend to have similar characteristics, preferences and values ​​over the course of their lives. Generations exhibit similar characteristics, such as communication, shopping and motivational preferences – as they have experienced similar trends at roughly the same stage of life and through similar channels (e.g. online, TV , mobile, etc.).

The five generations that we find in today’s workplace are:

  • Traditionalists: born from 1927 to 1945: Motivated by: Respect, Recognition, Bringing long-term value to the company
  • Baby boomers: born from 1946 to 1964: Motivated by: teamwork, duty, loyalty to the company
  • Generation X: born from 1965 to 1980: Motivated by: diversity, work-life balance, personal interests vs business interests
  • Millennials: born from 1981 to 2000: Motivated by: The Quality of their Leader, Unique Experiences, Responsibility
  • Generation Z: born from 2001 to today: Motivated by: individuality, creativity, personalization

With challenges come opportunities, with opportunities we become stronger and better because it forces us to think outside the box and find new ways of doing things. Retaining our top talent can be as easy as a pat on the back and a heartfelt “Thank you for your excellent work! “ Showing that we care about ourselves as individuals goes a long way. Ask yourself, what can I do better now, today and tomorrow to positively impact the lives of those around me?

Reprinted from Hotel Business Review courtesy of http://www.hotelexecutive.com/

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