When managing in restaurants, hotels, reorts, casinos.... our number one goal is simple: attract customers and repeat customers because that drives our bottom line.
What makes it not so simple is creating the framework for this customer focus. One thing we know is that we depend heavily on the retention of management staff. Who wants to incur the loss of their management team's experience, education and indepth knowledge of the company brand?
According to Lori McInerney, hospitality employment expert with Careerbuilder.com, "hospitality organizations will need to upgrade retention strategies ...to keep their top performers, and their guests, from checking out early."
Hospitality is an industry that is prone to high employee turnover rates. Two in 10 hospitality workers have worked for 10 or more employers. In a nutshell, employees leave when the cost of staying exceeds the reward of leaving. This cost can be a broad range of compensation factors but the main pillars for candidates are challenge, responsibility and actual financial gain.
A retention program that targets financial gain, responsibility and challenge will up your employee retention rate. McInerney recommends the following hospitality employee retention tips:
* Define a clear path for upper mobility with training and development opportunities. Employees are more likely to invest in their jobs if they feel the company has invested in them.
* Communicate often. An informed employee is a connected employee who will feel a personal stake in the success of a company.
* Implement the "Three R's Rule": Recognize, Reward, Repeat. Pat your employees on the back for every job well done to continually reinforce your appreciation of their performance.
* Ask them about their day. Measure employee satisfaction with the same conviction applied to measuring guest satisfaction as the first will determine the latter.
Showing posts with label employee retention. Show all posts
Showing posts with label employee retention. Show all posts
Thursday, May 27, 2010
Friday, May 07, 2010
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.
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.
Tuesday, May 04, 2010
Leadership Tips brought to you by the letter, "H"
THE FOUR H's OF LEADERSHIP
HOPE
Research by Harvard Business School shows that people want to see progress rather than receive recognition; they want to see they're making a difference and get a sense that things are getting better. The good news is leaders don't have to go too far to find hope in 2010. There is no doubt that the economy and general employment conditions are getting better so there is still plenty of reason for optimism and hope.
HUMANITY
This is best reflected in a company's CSR. It's about connecting with the community -whether through charity, demonstrating conscionable corporate governance, or using influence in a positive way. The corporate world is very powerful and its leaders need to recognise they can create positive outcomes for their employees outside of work. Afer all, companies are comprised of people and we all have a desire to better the lives of those around us.
HUMILITY
Humility means not being a celebrity leader and remembering what it's like to walk alongside your staff. If you sit in boardrooms all day you'll lose touch with your employees - the key is to never stray too far away from the shop floor. Some of the best-performing and more enduring companies have self-effacing leaders who are able to look in the mirror when things go wrong. They can take a good look at themselves, their decisions and their methods, analyse the situation, and look at how they can make a difference.
HUMOUR
Never lose the ability to have a good laugh at yourself. Leaders who relax and enjoy being at work put their staff at ease. Given we spend so much time at work, we should enjoy what we're doing. Laughter is particularly important for leaders because its effects cascade through the organisation. It's well documented that a happy employee is a productive employee.
[Source: Human Capital, issue 8.4]
HOPE
Research by Harvard Business School shows that people want to see progress rather than receive recognition; they want to see they're making a difference and get a sense that things are getting better. The good news is leaders don't have to go too far to find hope in 2010. There is no doubt that the economy and general employment conditions are getting better so there is still plenty of reason for optimism and hope.
HUMANITY
This is best reflected in a company's CSR. It's about connecting with the community -whether through charity, demonstrating conscionable corporate governance, or using influence in a positive way. The corporate world is very powerful and its leaders need to recognise they can create positive outcomes for their employees outside of work. Afer all, companies are comprised of people and we all have a desire to better the lives of those around us.
HUMILITY
Humility means not being a celebrity leader and remembering what it's like to walk alongside your staff. If you sit in boardrooms all day you'll lose touch with your employees - the key is to never stray too far away from the shop floor. Some of the best-performing and more enduring companies have self-effacing leaders who are able to look in the mirror when things go wrong. They can take a good look at themselves, their decisions and their methods, analyse the situation, and look at how they can make a difference.
HUMOUR
Never lose the ability to have a good laugh at yourself. Leaders who relax and enjoy being at work put their staff at ease. Given we spend so much time at work, we should enjoy what we're doing. Laughter is particularly important for leaders because its effects cascade through the organisation. It's well documented that a happy employee is a productive employee.
[Source: Human Capital, issue 8.4]
Wednesday, March 17, 2010
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]
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]
Tuesday, January 19, 2010
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.
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.
Wednesday, December 02, 2009
Identify Employees' Hidden Talents
When you find an excellent employee, retention is of the upmost importance. Here are a few top tips to keep in mind to reduce turn-over and develop a succession plan to create positive company morale and a positive bottom line.
1. Turn a compliment into an interview. When an employee does an excellent job, don't merely praise her. Pinpoint the strengths of her accomplishment and ask her how she did it - in other words, to share her process. The interview will bring to consciousness - both yours and hers - insights that can be transferred to new tasks.
2. Analyse how people think, not just what they do. Performance assessments rightly focus on the achievement of goals and other measurable markers of success. However, what's often behind such accomplishments is a way of thinking, particular to an individual that made success possible. Describe those habits of mind in the employee's next evaluation.
3. Ask for the reasons behind preferences. Good managers know what their individual employees like to do (what tasks they enjoy, which projects motivate them). Great managers find out why someone has those preferences - i.e., which project characteristics are the root sources of fulfilment.
4. Inquire about people's dreams. "David, if you could be in an entirely different career, what would it be?" If David says he always wanted to be a translator, ask him if he'd like to give working with international clients a whirl. By getting a little taste of his dream in his current position, David is more likely to feel fulfilled than if he keeps treading water - and less likely to get restless and head out to sea.
Treating each employee as an ocean of talent allows you to find troves of precious gems. What hidden treasures have you discovered in your employees? And what jewels of your own have you brought to the surface because a manager cared enough to look for them?
1. Turn a compliment into an interview. When an employee does an excellent job, don't merely praise her. Pinpoint the strengths of her accomplishment and ask her how she did it - in other words, to share her process. The interview will bring to consciousness - both yours and hers - insights that can be transferred to new tasks.
2. Analyse how people think, not just what they do. Performance assessments rightly focus on the achievement of goals and other measurable markers of success. However, what's often behind such accomplishments is a way of thinking, particular to an individual that made success possible. Describe those habits of mind in the employee's next evaluation.
3. Ask for the reasons behind preferences. Good managers know what their individual employees like to do (what tasks they enjoy, which projects motivate them). Great managers find out why someone has those preferences - i.e., which project characteristics are the root sources of fulfilment.
4. Inquire about people's dreams. "David, if you could be in an entirely different career, what would it be?" If David says he always wanted to be a translator, ask him if he'd like to give working with international clients a whirl. By getting a little taste of his dream in his current position, David is more likely to feel fulfilled than if he keeps treading water - and less likely to get restless and head out to sea.
Treating each employee as an ocean of talent allows you to find troves of precious gems. What hidden treasures have you discovered in your employees? And what jewels of your own have you brought to the surface because a manager cared enough to look for them?
Subscribe to:
Posts (Atom)