Counter-Offers

Let's examine the idea of counter-offers.

If you're a shinning example of the perfect employee, at some point, you're going to quietly explore your options in the hospitality market. Perhaps you'll contact a recruiter so as to ensure your interest is kept confidential - always a good choice! But what if this exploring leads to a first interview, then a working interview, and then a third? And in due time, you receive an extremely attractive job offer. Do you accept straight away and cheerily return to your current employer with a letter of resignation?

You might be surprised when your boss reads this resignation and implores you to postpone a final decision for a day or two. In a mere few hours, this executive returns and presents you with an even more attractive counter-offer. "We simply can't afford to lose you," your boss explains.

Who knew? And more importantly - what do you do now?

Before you start wishing you had such "problems", let me mention that because of marketplace demands, it's primarily highly qualified managers and executives that are more likely to face this particular conundrum.

There are many legitimate reasons to leave a position for greener pastures...perhaps the company has executed it's expansion plans a couple years ago and is now in maintenance mode, with no fresh challenges on the horizon. Or perhaps a training budget has been slashed to bits - thwartying your intention of upgrading your skills. Or perhaps you just learned the $15,000 yearly bonus you were counting on isn't likely to materialize. Bummer.

So, hence the passive career search for new positions....the terrifc offer....and impending resignation where your boss says, "Tell me what's wrong here, and I'll fix it. But you have to promise to stay. And by the way, here's more money."

Perhaps you should accept the offer, but that won't rectify all problems. Think about your reasons for wanting to leave in the first place. Let's review the situation and consider the following worst-case scenarios that might play out if you decide to stay with your employer.

You're action can change the culture of your organization.

A resignation is the business equivalent of holding your boss at gunpoint: "Give me what I want, or I'm history." The counter-offer is the equivalent of your boss handing over cash, a promotion, less travel or more time off, and putting your gun back into its holster.

But the incident isn't over. In fact, it may never be. You have upset an apple cart and provoked a panic-buy. Those apples can never be stacked the same way, and everything, including the company's pecking order, is now different. Passive aggression and veiled hostility might arise later from some unexpected sources.

If co-workers hear of your new title and/or perks, a new dynamic will develop. You won't exactly be the most popular guy or gal on campus. However minor your perks, don't underestimate how little it takes to make co-workers angry; inequality within the ranks is lethal. If you decide to stay where you are because it is familiar, you might be surprised. By accepting the counteroffer's perks, that familiar office dynamic will become foreign.

You'll raise the stakes.

Your acceptance of a counteroffer will change expectation levels - both for your boss and for yourself.

After bestowing rewards, it is human nature for your boss to expect more from you. You'll be held to a higher performance standard, which you might also hold yourself because of guilt from stirring up muddy waters. Your every misstep will be scrutinized, and every minor error in judgment will be magnified. In other words, you'll earn every penny of that increased salary and every minute of that family leave time with your blood, sweat and tears.

You won't be trusted.

You're no longer a team player, but someone who, first and foremost, looks out for No. 1. You've already stated in effect, "I don't really want to be here." Because you've broken the loyalty oath and held your employer hostage, you'll be henceforth viewed as less than committed. Your allegiance also will be compromised in your own mind; something about the job just won't feel "right."

Perceived lack of loyalty in addition to co-worker resentment and an employer's feelings of disempowerment could lead to a short-lived position. I've witnessed many workers who've happily accepted counter-offers in winter only to leave by the next summer. Unfortunately, upon leaving this upheaval, the employee no longer will receive a good solid reference. S/he more than likely will receive a two-word negative response, if any.

Accepting a counter-offer isn't always a bad decision, but as a professional recruiter, I'd be remiss if I didn't urge a very close look at the possible pitfalls. My ultimate goal is seeing candidates happy and successful in permanent placements, whatever and wherever those might be. So I'd also encourage a talk with the boss before you start shopping around, rather than after. Address your misgivings and dissatisfactions early; give him a fair chance to rectify them. It's quite possible that nothing will change - but be assured that you haven't wasted your time.

You've called the boss' attention to the situation in an honest, straightforward way. You've acted with integrity while gaining the assurance of knowing how much you're truly valued - without jeopardizing your career, your economic stability or your positive relationships with peers. And without pulling out the verbal equivalent of an Uzi.

What's more, if you ultimately decide to leave the company for a warmer climate, your boss will be able to accept this and not be suprised.

Frugal Ideas to Manage in a Struggling Economy

In a difficult economy, many companies look at a wide spectrum of options to reduce labour costs. This is no different in the hospitality industry over the past year and a half where we've seen managers and front line staff laid off, hours cut for entry level workers, and increased demand on the remaining management and team that is asked to cope with less, and do more, in lieu of the struggling economy.

In order to retain these people that we rely on to manage at this time, look to some ideas provided by the Families and Work Institute(FWI). These frugal tips may help save your organization money while also creating a positive work environment that will encourage staff loyalty and peak performance:


1. Giving head office employees four Fridays off in the summer in lieu of raises the organization cannot afford.

2. Providing employees with information to better manage their own finances.

3. Allowing head office employees to work at home one to two days a week to save on commuting costs in response to fluctuating gas prices.

4. Creating funds to support their own employees or others in the community who are suffering during the recession.

5. Giving employees the option to take unlimited, unpaid personal time off during the downturn, while keeping full medical benefits and the right to return to their jobs.

6. Allowing employees greater scheduling flexibility if their spouse has lost a job or seen their hours reduced and the family needs to make changes.

7. Creating flex-year and flex-career programs.

8. Creating workflow coordinators to monitor overwork and creating wellness scorecards to promote wellness.

9. Providing a coach for new parents.

"In many ways, the recession has led increasing numbers of employers to improve their workplaces so that they work for the employer and the employees during these difficult times," said Ellen Gallinsky, president and co-founder of FWI.

[Source: Human Resources Leader, 29 September 2009]

"Food Fast" Trend - A Customer's Perspective

Although single restaurant operators and large corporate chains may have a distint definition of their business segment, from a customer's point of view, the restaurant industry is no longer divided into clear-cut segments. With the increasing growth of the fast-casual concept, and the addition of curbside service to full-service restaurants, a dual concept has emerged: food fast.

Customers now perceive the traditional fast food and "food fast," options on par and expect meals served quickly with flavor, quality and ambiance.

Consumers, who once defined "fast food" as quick-service, drive-thru restaurants and convenience stores, now include other restaurants segments in that definition. A significant percentage of consumers (41 percent) are reporting that their idea of places offering "fast food" has expanded to include fast casual restaurants such as Panera Bread and full-service restaurants offering carryout and curbside service, according to Technomic Inc.

Keep these findings in mind:

* Nearly half of consumers (49 percent) say they eat at fast food restaurants at least once a week; about one fifth of consumers said the same for fast casual (16 percent) and full-service (20 percent) restaurants.

* One out of four consumers (24 percent) say they’ve increased their visits to fast food restaurants in the past year, higher than for any other restaurant segment

* Roughly half of consumers (52 percent) say that a fast food meal should be delivered within five minutes; consumers are willing to wait somewhat longer for items they perceive as "food fast."

* About a third of consumers say they would like to see dedicated take-out areas at fast food (32 percent) and fast casual (33 percent) restaurants.

* Efficient ordering and carryout options at full-service restaurants have strong appeal. Call-ahead ordering for pickup, separate take-out stations, and curbside service interest 40 percent, 37 percent and 31 percent of consumers, respectively.

(The Status and Future of Fast Foods: Consumer Trend Report is based on data from a November 2009 survey of 2,000 consumers. The report integrates industry data from the Top 500 U.S. restaurant chains, select secondary sources and menu analysis from Technomic's MenuMonitor database. Appendices include menu and concept profiles of 10 innovative food-fast concepts, and comprehensive demographic breakdowns for fast food and fast casual restaurant user groups and consumer clusters.)

Innervate Your Team

Top Tips: Three Keys to Innervate Your Team

Q: How can I get my team to follow my lead, rather than just nod in agreement?

A: Your team wants to know why they should follow your lead? Don't tell them; show them, by focusing on the essential, not the merely important. The three keys to innovative leadership, according to G. Michael Maddock and Ralph Louis Viton in a recent BusinessWeek article, are:


1. Focus on the essentials:

Great leaders focus on the essential rather than the important. It's easy to spend your time on the important, but doing so isn't really going to inspire anyone.


2. Stay above the drama:

Recessions/transitions/restructurings are by definition temporary. Understanding that is key to your ability to focus on the desired outcome and the kind of organisation you want to build.


3. Lean into adversity and find opportunities:

Adversity isn't going to end just because the recession does. There will always be a competitor who does the unexpected, or an environmental event you couldn't anticipate. Or, for example, a situation like that financing you were absolutely certain was locked in, suddenly isn't.

Loooking for Hospitality Work? ....Get Another Life!?

You know about the online, interactive game called Second Life? Can you get your head around the idea of people looking for work while playing Second Life? Seems like a contradiction to me. People playing Second Life want to get away from "real life" don't they? So, why on earth would they look for work while playing a game? Maybe I need to learn more about this game, but in the meantime, I thought I'd provide you with a look at an Austrailian recruitment company that's advertising in Second Life for hospitality jobs....

CORPORATE "SECOND LIFE" OFFICE








JOB HUNTER?








CORPORATE "SECOND LIFE" TEAM


SPA JOB AD








Crazy world out there. Who would have thought 5 years ago that recruitment for hospitality jobs would happen in a game?

Retention in the Hospitality Industry

Retention Retention Retention

Some numbers for you:
Cost to recruit and train one mid level manager 10K - 14K
Time to find and train on average 6 months
Current turnover average in the industry 40%

I hear from clients and contacts in the industry often about the difficuties and costs when it comes to keeping quality people, especially of late. While I have a distrinct advantage in targeting candidates in the market, it's up to the client to implement methods to retain that person. It's a real crisis in the Western Canada market right now and I don't see it getting better any time soon. You needent think you're alone in this increasingly difficult task of retaining people. Everyone in the hospitality industry feels the impact of the exodus of front-line staff and management to Oil in Alberta. BC is affected by this and is also not all that far behind with 2010 only 2 years away. So what does it take to minimilzie the impact?

As much as it seems to have come down to money, money money, the companies that are succeeding in winning over quality candidates and keeping them on board are using a few methods, including money, and are continiously seeking out alternatives to keep people.
The approaches that I see working are comprehensive and target these goals: attract, challenge, and compensate.

I don't really need to say you'll attract greater candidates using an industry focussed recruiter, right? Attract the best candidates by putting effort into presenting your company in the most favorable light possible. This is not always accomplished with a job advertisement and job fairs but they certainly make a first impression for good or bad, so take the time to explain the position and the company culture. Too many people don't consider just how much appearances mean to candidates. They want to be valued and that is first demonstrated with your putting the effort into presenting the opportunity and company well in print, web and in person.

Once you've got their attention, they will likely be thinking, "How can this company can help me build on my work experiences". For those who didn't get the memo, IT'S AN EMPLOYEES MARKET! And the candidates know the tide has turned and they're in the driver's seat. The pros and cons of that and how to deal with it may be a future topic. Most candidates I've spoken with over the years want to develop and be challenged in their work and this comes across as the number one priority above all other concerns. This is especially true with the younger workers just coming up the career ladder. The point is, you must have either a succession plan for the position to put forward or be offering a position somehow beyond their current scope.

Compensation. It's really not going to work to continue to say, "We want people who don't value money over all else". I've heard this more than a few times, but would you work for 30K? At the end of the day, we all look for a good compensation package - and yes - the fair, good and excellent candidates all consider this before taking a position. And rightly so. Anyone who thinks they don't have to respond to the increasing salary ranges the industry demands will have difficulty attracting, and most certainly retaining, great people.

Consider again the time and cost to get a new person on board along with the turnover rate in the indstry as noted above. Is it clear that those who succeed in targeting and retaining the best candidates are paying attention to how they attract, challenge and compensate people? It is to me, I've seen it working.

Happy hunting,
Colleen