Employee retention ideas for the new decade – Hotel-Online


Larry Mogelonski | February 26, 2020

By Larry Mogelonsky, MBA, ing. (www.hotelmogel.com)

At a very broad level, the hotel industry today has a big problem when it comes to attracting and retaining strong young candidates. Compared to other fields like STEM, finance or attracting a new Silicon Valley app startup, we are not leading the best talent, resulting in a “brain drain.” ”Long-term among our management teams and a sense of ephemeral among our front-line employees.

All of this can mean heightened anxiety as our ranks become increasingly difficult to fill with qualified candidates. This will undoubtedly be an ongoing conversation for the decade to come, but here are some thoughts to ponder for the 2020 calendar year as we all seek to better engage employees for careers in our hotel organizations.

Fill the ranks

Your organization depends on effective succession planning and programs to ensure a smooth continuity when you onboard new employees. Adding new hires is always a good idea, but it comes at a hidden cost in terms of taking up the time of other seasoned employees to upgrade them.

However, as new team members bring a certain degree of optimism and a different thinking to your organization, it is essential to keep them so that you don’t have to waste your time constantly browsing for new candidates. With the reduced attention span these days, you need to seriously consider the training and reward structure in anyone’s first six months of employment so that they can see the benefits of working in your organization by apart from direct monetary compensation.

Working as an asset management consultant for a remote station over the past year, designing a new structure for it with human resources has proven to be a key step towards the ultimate goal of financial solvency. Seasoned employees meant our management team was less stressed to handle day-to-day tasks so they could work on solving overall tasks. It also meant that we had sufficient coverage when team members were sick or on vacation. After all, a hotel is nothing without its team!

Consider unions

Most people reading this column may not see unions as fully supporting their business goals. All unions want decent wages and better conditions for employees, the barometer of what is fair continues to rise. But you should also care!

This common ground forms the basis for mutual discussion. If you are union owned, now is the time to discuss with them how best to retain employees, but within the parameters of your current employment contract, of course. Although difficult, the current environment is a good time to share your vision and needs. The impact of technology should be a key part of any discussion, as it changes the way we work and the way our associates think.

Review of hidden costs

In 2020, the job market has indeed changed. You need to find a way to protect your employee base from poaching by competitors or, significantly, other industries that unquestionably have more glamor associated with hospitality. As an operator, do the math. If it costs an extra dollar an hour to satisfy your hourly employees, what are the opposite costs of hiring and what is the impact on the customer experience?

One dollar an hour is approximately $ 2,000 per employee per year based on a 40-hour work week and excluding overtime. With around 100 employees per hour, that represents $ 200,000 per year. With social security benefits and costs, that quickly rises to a quarter of a million – not exactly change! It is clear that the eyebrows will be raised if you suggest this to the property.

Consider the compensation costs, however. I’ve seen hotels with 50% annual turnover on hourly paid staff and I’ve heard horror stories about those that come close to 100%. Imagine if money could cut that in half or even a quarter. When all costs are weighed, would you see integration savings as well as customer service improvements?

Reduce staff turnover

Fear not, because the non-salary incentives on board! If you live where public transportation is limited, consider a monthly gas allowance. Use team loyalty programs such as recognizing employees for their service and rewarding them accordingly. Offer overnight stays to employees so they can explore the property with their families. Staff holiday fund. Improve the food in the employee cafeteria. These smaller, non-salary initiatives can go a long way.

Remember, you earn a significant salary compared to your housekeepers, valets, hunters, dishwashers, landscapers, receptionists, line cooks, bussiers, and porters. Can you imagine that your property will perform well without them? Show them that you care and they’ll be much more likely to stick around.

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