OUR MOST EFFECTIVE STRATEGY HAS BEEN THE PAIRING OF MULTIPLE TECHNOLOGIES TO ALLEVIATE “ NOISE ” IN THE SERVICING PROCESS OF OUR PROPERTIES – WHETHER THAT ’ S ADVANCED ORDERING SYSTEMS IN FOOD AND BEVERAGE , AI COMMUNICATIONS TO GUESTS ’ MOST FREQUENT NEEDS , OR DEMAND- AND LOCATION- BASED LABOR ALLOCATIONS .
– CHRIS GREEN flex up and scale back in line with emerging business patterns . As part of this exercise , we moved away from traditional departmental roles and job titles to a structure where our guest service assistants work across multiple outlets , which gives the hotels greater flexibility with workforce planning and increases cross-training and productivity across the team .
As travel demand has returned in the UK , we ’ ve employed scheduling technology to maximize labor efficiencies based on each hotel ’ s varying business needs and patterns . It is now our standard practice for all hotels to have a rolling five weeks of schedules which enables our general managers to identify any gaps and address accordingly . The five-week rolling rotation also benefits the employee as they have visibility of the business needs further out and can also plan accordingly .
Another effective tool in our talent strategy has been in pay . We found that by increasing pay above minimum wage , staff retention has increased , thereby reducing the higher costs associated with recruiting and onboarding new team members . It has also helped to reduce our requirements for agency staff in the business .
While we offer our employees industry-competitive pay rates , we understand that it isn ’ t the only factor that is important to them . We ’ re focusing on the overall employee experience and our employer value proposition to make our locations the best places to work , and building a reputation where people know our hotels are great places to grow their careers .
Enhancing our leadership capability , being innovative , flexible , brave , nurturing and investing in our people with training and development opportunities are really important factors for staff retention , and these values are embedded across Aimbridge EMEA . Kirk Pederson , president , Sightline Hospitality , San Francisco : Conducting market wage surveys often and remaining competitive and offering great benefits . In addition to this , we provided incentives to current associates to help us attract talent . Current associates communicate the culture of the hotel / company and why it is great to work for Sightline . Chris Green , divisional president , Remington Hotels , Dallas : Our most effective strategy has been the pairing of multiple technologies to alleviate “ noise ” in the servicing process of our properties – whether that ’ s advanced ordering systems in food and beverage , AI
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