|
of capital and time , which is worthwhile given that turnover can cost your business . Ensuring team members are onboarded correctly and have the experience and confidence to lead their property is important . Old-school hospitality approaches , such as giving team members two weeks of close attention before they can operate solo , sacrifice efficiency to improve team members ’ skills and long-term retention .
Employee satisfaction scores also matter . Brushing low scores aside can come naturally in challenging operating environments , but they are the canary in the coal mine for an operations team that needs attention . Significant headwinds have buffeted the hospitality industry ’ s efforts to improve its standing in the labor market and finding ways to retain associates has become paramount . For this reason , we must show our team members we care about them as individuals and have leaders in place who care . Establishing a culture that cultivates consistency requires effort from the leadership team starting with the executive team , accountability and humility .
INVEST IN TEAM MEMBERS The human resources department is often the primary place on property focused on associate engagement . This practice rings hollow for many team members , who require attention from management
|
to feel like a part of the team . When managers take time to connect with their team , the positive impact can reverberate across all operations .
Successful managers prioritize forming bonds with employees as early as the onboarding process . When hoteliers have confidence , their outlook toward hospitality can change , especially if it is their first foray into the industry . This can set the pace and empower a hotel ’ s team to overcome challenges directly . One team member going the extra mile because they feel their team would do the same for them can change a guest ’ s night , impacting their experience forever . It comes down to having each other ’ s back and working shoulder to shoulder with the team members ; you cannot accomplish that in an office .
Hotel leaders can set these wheels in motion by identifying the team members most committed to long-term growth in the hotel and elevating them to positions of authority — like a captain on a sports team . Operators can also look for team members who take extra steps to provide a high-quality guest experience or take pride in their work . These are the associates who should be leading by example and setting the bar for service expectations . A general manager can learn a great deal from associates who fall into this space ; I know I have . These are some of the most valuable members of any team .
|
Hotels can track the effectiveness of this strategy by measuring the reduction in turnover or increases in employee satisfaction over time . General managers are encouraged to conduct oneon-one sessions with team members to learn more about their goals , desires and positive or negative experiences on property and address them to the best of their ability . Following this strategy creates a pathway to consistency where previous operators may have tried the same techniques repeatedly with little to no improvement .
A PATH TO PROGRESS Hotels have a reputation for training excellent , skilled associates who often take their skills with them when they move on from our industry . This is a challenge that many industries face , but hospitality frequently loses star employees due to poor timing or a lack of attention to their individualized needs , growth goals or progress in their current position . Hotels must keep their team members ’ aspirations in mind and learn to spot motivated team members willing to learn new skills or accept growing responsibilities . Operators should show these associates the steps they can take to elevate their careers within hospitality before they move on .
Attention to a team member ’ s goals creates satisfaction and long-term loyalty among your associates . If employees genuinely feel they are working
|
toward an attainable goal , there is no telling how far they will go to provide a positive stay experience to guests . Hotels should take steps to shoulder the accountability for the professional growth of their employees , starting with establishing a program for interdepartmental recognition . This could manifest as a weekly email newsletter , town hall meeting or informal gathering where positive performance is celebrated and rewarded .
Lastly , operators must realize they have the power to improve their associate ’ s experience and reverse the negative trends impacting the hospitality labor market . Too often , hotel operations teams languish under fixable issues because they fail to communicate with team members individually or in a departmental meeting or town hall setting . Accountability is unavoidable in reducing turnover for all team members , including leaders .
Hotel employees are parents , caretakers , children and pet owners : They have whole lives outside of work . They have short- and long-term goals that must be addressed . They recognize when their needs are being prioritized and when they are being brushed aside . Ensuring these team members are understood and valued is a necessary component of hospitality . Even guests can tell when hotels put in the effort to support their associates . It ’ s time our industry commits to reducing turnover for all the right reasons .
|
Oct / Nov 2024 hotelsmag . com 47 |