First Hospitality looked at the selection process for managers and above with an eye for eliminating systemic biases . That introspection led to a review of training programs to ensure the company was grooming a diverse cross section of employees and to changes in the appointment process .
Today , team interviews and hiring decisions are the norm . Every candidate for a general manager or executive-level role interviews with several executives . “ We want to get to the point where those teams are diverse and all weighing in on candidates ,” Parks says .
SHINING LIGHT ON BIAS Cultural bias in hiring is also under the microscope . “ We had multiple managers say , ‘ we ’ ve always been told to hire the friendly face ,’ which gets interpreted as someone who looks like them ,” notes Parks . “ That ’ s unconscious bias .”
Parks has focused on showing managers where these biases limit their choices .
“ It ’ s not just about figuring out how to hire Black candidates ,” she says . “ It ’ s about how to support them once they ’ re on the team . It means teaching people about cultures , differences and how to work together .” The goal is authenticity and ensuring the organization feels welcoming for all employees .
First Hospitality has also started addressing unconscious bias through staff trainings and raising awareness . Whether a morning session , company rally or awards ceremony , all have a diversity and inclusion component .
“ Where are we pulling our talent ? How are we getting the right people in front of us and interested ?” Parks asks . Recruiting is one of the reasons she has volunteered for Castell @ College , a series of Castell Project panels at hospitality schools designed to showcase opportunities for women in the field . “ It ’ s a great way not to only rep the brand , but to share ,” she says .
ENGAGEMENT IN TOUGH TIMES The last year has presented hurdles to recruiting at all , much less to widening the net . The downturn in business has meant some inevitable layoffs , and COVID-19 concerns have drawn some to other industries , but Parks says First Hospitality ’ s turnover remains lower than the industry average . She believes loyalty depends largely on trust , which in turn demands open communication and engagement .
With many employees working remotely during the pandemic , keeping tabs on their mental and emotional health has been tricky . “ Employees may be struggling , but we can ’ t physically see everybody or take their ‘ temperature ,’” she says . To address that , the company partnered with Blue Cross / Blue Shield to launch Wellness Wednesdays , a series of health-themed programming . The company also hosted a popular step challenge last summer .
Going forward , Parks would like to see the company focus more on developing its associates , something she thinks the team would welcome . “ It ’ s a very smart group , and about 30 % of them have been here five to seven years ,” she says . “ I ’ d like to see us leverage them as we bring new people into the company .”
Another item on Parks ’ s wish list is a large-scale internship program that emphasizes diversity . “ We ’ re in the middle of a pandemic , so getting students and interns into the industry has been challenging ,” she notes . “ But there are opportunities to help support students seeking careers in hospitality .”
Her efforts are working . David Duncan , First Hospitality ’ s president and chief executive officer , says the cultural shift that Parks has managed will better position the company in a post-pandemic era . “ Over the time that [ Parks ] has been with our company , she has championed the type of transformational change that will help [ us ] emerge stronger from recent challenges and truly set the pace for our future growth plans .”
IF YOU CREATE A CULTURE THAT EMBRACES DIVERSITY AND INCLUSION , IT BECOMES NATURAL .
JANICE PARKS
March / April 2021 hotelsmag . com 57