If you're particular hotel, restaurant, or region is having high turn-over, you might want to think twice before blaming your in-house HR team or friendly neighbourhood recruiter! According to workplace management expert; Tony Wilson, 90% of staff leave because of poor managers, not their jobs.
“When an employee resigns, many managers point their finger at the reasons beyond their immediate control. In most cases they should point it straight at themselves”, he said. According to Wilson, the single biggest issue which drives an employee to resign is not the job, salary, workplace environment or the company. Instead it is the quality of their relationship between employees and their direct managers.
In Wilson's book, "Jack and the Team that Couldn’t See", he suggests that most mangers spend too much time on operations, systems, strategy, products and services. “While these are important pieces in the performance puzzle, they spend relatively little time developing their people - their greatest competitive advantage”, he said.
In the largest survey of its kind, global research organization Gallup surveyed over a million employees and 80,000 managers to examine why employees stay or leave. The research found the immediate boss is the primary reason people stay and thrive in an organization, and is also the main reason people leave. Recent research from Indian University also examined employees across different work sectors and found that a worker’s relationship with their boss is nearly equal in importance to their relationship with their spouse when it comes to overall well-being.
How workers feel about their managers even affects physical health. A study of hospital workers conducted by Chilterns University College in the UK found that nurses working for hospital supervisors with poor management styles had significantly higher blood pressure than nurses working for bosses judged as understanding and considerate. As a result, the nurses with bad bosses had a roughly 20% higher risk of heart disease.
Being a good manager may seem a simple concept, but it poses a challenge when we recognize that most managers are promoted according to their ability to do a job well, not on how well they can build a team and get the best out of people.
“This probably wasn’t a consideration in any job prior to being a leader. Almost always, a manager is expected to easily transition without the necessary support and skill development”, said Wilson. “Despite the challenges, every manager needs to face the truth about how vital their relationship with their staff is. They must spend time developing their ability to lead and engage people. Get it wrong and staff will walk”, he added.
To avoid staff walking, better to drop the finger pointing game and tap into all your resources; HR, recruiter, managers, to face the challenge of proactively managing staff.
[Source: article by Lesley Horsburg, Recruitment Extra, October 2010]
Showing posts with label hospitality work. Show all posts
Showing posts with label hospitality work. Show all posts
Thursday, June 09, 2011
Wednesday, May 25, 2011
Foreign Workers' Class Action Suit against a Canadian Restaurant
Have you been hiring foreign workers the past few years or considering doing so now? A suit has been filed against Denny's recently by a group of foreign workers. One worker fired has been compensated, while other aspects of the 10-million class action suit are pending.
As Tom Sanborn wrote for the Tyee, "In Reasons for Determination on a complaint against the company that operates Denny's Restaurants across western Canada, Amanda Clark Welder, delegate for BC's Director of Employment Standards, has ruled that the firm, Northland Properties Corporation, operating as Dencan Restaurants Inc., fired Alberto Sales, a temporary foreign worker from the Philippines, at least in part because he had contacted the Employment Standards Branch.
This ruling follows the ten million dollar class action suit filed recently against the Denny's operators by fifty temporary foreign workers who allege the company did not live up to its legal obligations to them.
The Employment Standards ruling, issued April 29, rejects Denny's claims that Sales had been terminated because of performance issues. It requires the firm to pay Mr. Sales $6,617.06 for wages lost between the time he was fired and the time his temporary work permit would have run out, plus $138.33 in interest.
The ruling held that Denny's had contravened section 83 of the Employment Standards Act, which prohibits punitive firing of workers for making complaints under the act. According Ms. Welder, Denny's management denied that they had broken the law in firing Sales. Speaking to The Tyee in January, Bobby Naicker, Denny's CEO, responded to questions about Sales and the class action suit by saying "We are comfortable we've done the right thing." In March, advocates told The Tyee that Denny's had at least temporarily improved some of its treatment of temporary workers in response to the class action suit.
"Denny's has been found to have engaged in retribution because a temporary foreign worker filed a complaint with the Employment Standards Branch" said Charles Gordon of Fiorillo Glavin Gordon, lawyer for Sales.
Further claims that the temporary foreign workers had been compelled to pay large hiring fees to an agent of Denny's in the Philippines are under ongoing investigation, and the accusation that workers were illegally required to pay for their own airfare to Canada is now part of the class action suit filed in January, and is thus not addressed in the April ruling.)
"Alberto Sales had a contract which clearly provided that Denny's was required to pay his airfare both from and to the Philippines. When he complained that they were not providing that, as well as paying for overtime and raising the issue of agency fees to get the job at Denny's, he was terminated," Gordon said.
Sales has been forced to return to the Philippines, as his work visa required that he continue working for Denny's in order to remain in Canada.
"This further illustrates the vulnerability of workers under the Temporary Foreign Worker Program," said Gordon."
As Tom Sanborn wrote for the Tyee, "In Reasons for Determination on a complaint against the company that operates Denny's Restaurants across western Canada, Amanda Clark Welder, delegate for BC's Director of Employment Standards, has ruled that the firm, Northland Properties Corporation, operating as Dencan Restaurants Inc., fired Alberto Sales, a temporary foreign worker from the Philippines, at least in part because he had contacted the Employment Standards Branch.
This ruling follows the ten million dollar class action suit filed recently against the Denny's operators by fifty temporary foreign workers who allege the company did not live up to its legal obligations to them.
The Employment Standards ruling, issued April 29, rejects Denny's claims that Sales had been terminated because of performance issues. It requires the firm to pay Mr. Sales $6,617.06 for wages lost between the time he was fired and the time his temporary work permit would have run out, plus $138.33 in interest.
The ruling held that Denny's had contravened section 83 of the Employment Standards Act, which prohibits punitive firing of workers for making complaints under the act. According Ms. Welder, Denny's management denied that they had broken the law in firing Sales. Speaking to The Tyee in January, Bobby Naicker, Denny's CEO, responded to questions about Sales and the class action suit by saying "We are comfortable we've done the right thing." In March, advocates told The Tyee that Denny's had at least temporarily improved some of its treatment of temporary workers in response to the class action suit.
"Denny's has been found to have engaged in retribution because a temporary foreign worker filed a complaint with the Employment Standards Branch" said Charles Gordon of Fiorillo Glavin Gordon, lawyer for Sales.
Further claims that the temporary foreign workers had been compelled to pay large hiring fees to an agent of Denny's in the Philippines are under ongoing investigation, and the accusation that workers were illegally required to pay for their own airfare to Canada is now part of the class action suit filed in January, and is thus not addressed in the April ruling.)
"Alberto Sales had a contract which clearly provided that Denny's was required to pay his airfare both from and to the Philippines. When he complained that they were not providing that, as well as paying for overtime and raising the issue of agency fees to get the job at Denny's, he was terminated," Gordon said.
Sales has been forced to return to the Philippines, as his work visa required that he continue working for Denny's in order to remain in Canada.
"This further illustrates the vulnerability of workers under the Temporary Foreign Worker Program," said Gordon."
Wednesday, July 21, 2010
Hospitality Hiring Trends
I came across an interesting article yesterday touching on employment trends in foodservice, from fastcasual.com. They've quoted senior executives in the industry as seeing improved revenue and profitability in this year and next but that job seekers will only see gradual improvements in opportunities into 2011.
Many see a full recovery over the next couple years and suggest new product innovations and merchanising schemes to be the driving factors. They also found that increasing their outsourcing of technical and business procedures - yeah, recruiters! - will spur along the recovery.
Some are suprised that outsourcing recruitment will accelerate the recovery, but to a long-term recruiter in the hospitality industry, it seems quite obvious. A recruiter can take on much of the HR function for a client company, and a good recruiter will lighten the finanaical investment for executives tapping into their established networks and resources. Let's face it, an executive has an important role that largely does not include recruitment or the time to develop the resources a good recruiter will have secured.
The overall outlook, according to the majority of executive respondents in the KPMG survey: revenue and profitability is better now than a year ago. That’s in marked contrast to KPMG's survey of the sector last summer, when less than one-third thought these business measures were better than the previous year.
For those who are looking for work or planning on making a move, "39 percent of respondents were more optimistic about employment in their sector over the next year, which is seven percentage points higher than last summer's survey."
The executives that noted an increase in planned hiring, a mere 23% of respondents, marking a tough market for prospective employees that will need to be well prepared for interviews and scrutinizing of their references and credentials, not to mention their social networking behaviour!
Many see a full recovery over the next couple years and suggest new product innovations and merchanising schemes to be the driving factors. They also found that increasing their outsourcing of technical and business procedures - yeah, recruiters! - will spur along the recovery.
Some are suprised that outsourcing recruitment will accelerate the recovery, but to a long-term recruiter in the hospitality industry, it seems quite obvious. A recruiter can take on much of the HR function for a client company, and a good recruiter will lighten the finanaical investment for executives tapping into their established networks and resources. Let's face it, an executive has an important role that largely does not include recruitment or the time to develop the resources a good recruiter will have secured.
The overall outlook, according to the majority of executive respondents in the KPMG survey: revenue and profitability is better now than a year ago. That’s in marked contrast to KPMG's survey of the sector last summer, when less than one-third thought these business measures were better than the previous year.
For those who are looking for work or planning on making a move, "39 percent of respondents were more optimistic about employment in their sector over the next year, which is seven percentage points higher than last summer's survey."
The executives that noted an increase in planned hiring, a mere 23% of respondents, marking a tough market for prospective employees that will need to be well prepared for interviews and scrutinizing of their references and credentials, not to mention their social networking behaviour!
Saturday, February 06, 2010
Bedroom Communites and Your Restaurant
Apparently, bedroom communities will continue to sleep well, so to speak. According to a study by research company, Mintel, the under 34 crowd rank a restaurant's proximity to their workplace, not their home, as very important/important when selecting where to dine (62 percent of 25 – 34 year olds and 55 percent of 18 – 24 year olds, versus 41 percent of all respondents).
Its new report suggests that in the current economic conditions value has become the mantra of many contemporary diners. However, convenience still resonates with the out-to-eat crowd,as well as extended hours (ie: late-night)and speed of service, especially for those under age 34.
"Though value remains important to diners in this economy, our survey reveals convenience may be equally as important," said Chris Haack, senior analyst at Mintel. "Young adults and young families, especially, are pressed for time, making restaurants an easy and often necessary solution for meals. As foodservice establishments struggle for revenue, improving convenience may help them get diners in the door."
The report also' points out these consumers' attitudes toward delivery and takeout, including:
* Forty-three percent of respondents say they've cut spending on delivery and takeout this year.
*Approximately one in six 18 – 34 year olds say they're spending more on these convenient services compared to 2008.
* In the past three months, 18 – 34 year olds were twice as likely as the general population to have ordered delivery.
* Approximately 30 percent of them picked up food from a restaurant, compared to 20 percent of all respondents.
Restaurants make mealtime easier, especially for 25 to 34 year olds, many of who work full-time or have young children. Nearly half (49 percent) say they dine at casual restaurants because they’re too tired to cook, while 40 percent do so because they have no time to prepare a meal. (This compares to 40 percent and 30 percent of all respondents, respectively.)
But special occasions, food quality and socialization remain top reasons that younger adults go to restaurants. “Restaurant usage is truly integrated into the lifestyles of adults under age 34. Many people value the fact that they can get quality food with minimal effort at a restaurant. As a bonus, they can spend that meal time with friends or family,” said Haack.
Its new report suggests that in the current economic conditions value has become the mantra of many contemporary diners. However, convenience still resonates with the out-to-eat crowd,as well as extended hours (ie: late-night)and speed of service, especially for those under age 34.
"Though value remains important to diners in this economy, our survey reveals convenience may be equally as important," said Chris Haack, senior analyst at Mintel. "Young adults and young families, especially, are pressed for time, making restaurants an easy and often necessary solution for meals. As foodservice establishments struggle for revenue, improving convenience may help them get diners in the door."
The report also' points out these consumers' attitudes toward delivery and takeout, including:
* Forty-three percent of respondents say they've cut spending on delivery and takeout this year.
*Approximately one in six 18 – 34 year olds say they're spending more on these convenient services compared to 2008.
* In the past three months, 18 – 34 year olds were twice as likely as the general population to have ordered delivery.
* Approximately 30 percent of them picked up food from a restaurant, compared to 20 percent of all respondents.
Restaurants make mealtime easier, especially for 25 to 34 year olds, many of who work full-time or have young children. Nearly half (49 percent) say they dine at casual restaurants because they’re too tired to cook, while 40 percent do so because they have no time to prepare a meal. (This compares to 40 percent and 30 percent of all respondents, respectively.)
But special occasions, food quality and socialization remain top reasons that younger adults go to restaurants. “Restaurant usage is truly integrated into the lifestyles of adults under age 34. Many people value the fact that they can get quality food with minimal effort at a restaurant. As a bonus, they can spend that meal time with friends or family,” said Haack.
Tuesday, January 12, 2010
Resume Blunders
From screening job applications to conducting interviews, hiring practices have undergone a dramatic transformation over the past decade. Despite all the changes, common resume blunders continue to plague job search practices at all levels. This article attempts to overcome some of these errors.
#1: It's all about the number of pages
The one-page rule is probably the most common myth about a resume. Candidates, even senior executives, use microscopic fonts, leave off important information, use 0.1 inch margins, and resort to a myriad of unhealthy practices -- all in an attempt to restrict their resume to just one page.
Many well-meaning college counsellors advise their students to be concise and limit their resume to one page. That was important when you were a student with little or no experience, but why subscribe to the same wisdom after rising to the ranks of upper manaegment or a senior executive role?
There is an opposing viewpoint. Some job seekers mistakenly believe that if they can somehow balloon their resumes to four or five pages, they will probably be considered for higher-paying positions. What? Will someone offer me $250,000 simply because my resume is ten pages and redundant to the point of boredom?
Content rules. The quality of experience should influence the length of the resume, not hearsay. If you have held only one job, then don’t try to create a five-page resume, but if your background merits a lengthier resume then don’t use eight point fonts in a desperate attempt to fit everything on one page.
If you are too concerned about the length of your resume, consider creating a one- or two-page resume with additional pages serving as an appendix or addendum.
#2: Make up that degree - no one will know
Lying on a resume is the worst mistake a candidate can make. Even if you pass the background check (very unlikely considering how sophisticated background checks have become), a savvy employer will discover the deception within days, if not sooner.
Apart from the legal ramifications, we live in a professional world that is influenced by social media. At the touch of a button, HR managers across the country can discuss their experiences. Maintaining a good reputation is more important than ever.
#3: Your resume must have an objective
“Seeking a position that will be beneficial and mutually rewarding … and will make use of my experience and education ....” If that is your idea of an objective, don’t bother using one. Every inch of resume space is precious. Don’t waste it on generic information that can be found on almost every other resume. Every word, every character that appears on your resume must position you as the perfect candidate for the job.
In place of objectives, use what many experts call “branding statements” or “headers”. The concept can be explained with the help of an example.
In the case of a clinical researcher, for example, a generic objective would be as follows:
“Seeking a mutually beneficial position that will make use of my 10+ years’ experience in hotel management.”
An improvement would be:
Hotel Manager with Hospitality Degree and 10+ Years’ Professional Excellence
Worked with top two global hotel chains. Leveraged hospitality expertise to manage three multi-billion dollar projects from ground 0 to financial growth.
The generic example does almost nothing to position the candidate but the refined version, in addition to serving as an objective, brings out three to four prominent strengths and an overall value proposition.
Whether you decide to use an objective or a positioning statement, refrain from presenting generic arguments.
#4: Your references must be listed on the resume itself
Normally, a separate page is used as a reference sheet. This not only protects the privacy of your references (imagine posting their contact information on every job board), but also makes the screening professional’s job a little easier.
#5: I can use the same resume for multiple job targets
If your current resume focuses on your hotel housekeeping background, please don’t send the same resume for marketing positions. It is understandable that you may qualify for multiple positions or be interested in pursuing alternate careers. If so, try to create a customized resume for each job target.
When it comes to a resume, never follow the “one size fits all” approach.
#1: It's all about the number of pages
The one-page rule is probably the most common myth about a resume. Candidates, even senior executives, use microscopic fonts, leave off important information, use 0.1 inch margins, and resort to a myriad of unhealthy practices -- all in an attempt to restrict their resume to just one page.
Many well-meaning college counsellors advise their students to be concise and limit their resume to one page. That was important when you were a student with little or no experience, but why subscribe to the same wisdom after rising to the ranks of upper manaegment or a senior executive role?
There is an opposing viewpoint. Some job seekers mistakenly believe that if they can somehow balloon their resumes to four or five pages, they will probably be considered for higher-paying positions. What? Will someone offer me $250,000 simply because my resume is ten pages and redundant to the point of boredom?
Content rules. The quality of experience should influence the length of the resume, not hearsay. If you have held only one job, then don’t try to create a five-page resume, but if your background merits a lengthier resume then don’t use eight point fonts in a desperate attempt to fit everything on one page.
If you are too concerned about the length of your resume, consider creating a one- or two-page resume with additional pages serving as an appendix or addendum.
#2: Make up that degree - no one will know
Lying on a resume is the worst mistake a candidate can make. Even if you pass the background check (very unlikely considering how sophisticated background checks have become), a savvy employer will discover the deception within days, if not sooner.
Apart from the legal ramifications, we live in a professional world that is influenced by social media. At the touch of a button, HR managers across the country can discuss their experiences. Maintaining a good reputation is more important than ever.
#3: Your resume must have an objective
“Seeking a position that will be beneficial and mutually rewarding … and will make use of my experience and education ....” If that is your idea of an objective, don’t bother using one. Every inch of resume space is precious. Don’t waste it on generic information that can be found on almost every other resume. Every word, every character that appears on your resume must position you as the perfect candidate for the job.
In place of objectives, use what many experts call “branding statements” or “headers”. The concept can be explained with the help of an example.
In the case of a clinical researcher, for example, a generic objective would be as follows:
“Seeking a mutually beneficial position that will make use of my 10+ years’ experience in hotel management.”
An improvement would be:
Hotel Manager with Hospitality Degree and 10+ Years’ Professional Excellence
Worked with top two global hotel chains. Leveraged hospitality expertise to manage three multi-billion dollar projects from ground 0 to financial growth.
The generic example does almost nothing to position the candidate but the refined version, in addition to serving as an objective, brings out three to four prominent strengths and an overall value proposition.
Whether you decide to use an objective or a positioning statement, refrain from presenting generic arguments.
#4: Your references must be listed on the resume itself
Normally, a separate page is used as a reference sheet. This not only protects the privacy of your references (imagine posting their contact information on every job board), but also makes the screening professional’s job a little easier.
#5: I can use the same resume for multiple job targets
If your current resume focuses on your hotel housekeeping background, please don’t send the same resume for marketing positions. It is understandable that you may qualify for multiple positions or be interested in pursuing alternate careers. If so, try to create a customized resume for each job target.
When it comes to a resume, never follow the “one size fits all” approach.
Wednesday, October 28, 2009
When Will You Retire?
As the global market volatility continues to cut into many superannuation balances, an increasing number of workers are planning to delay their retirement - whether they like it or not.
Across much of Canada, mandatory retirement has been given the pink slip.
On July 1, 2009, Nova Scotia became the latest province to enact legislation to amend its human rights code and end the practice. As of that date, workers in the province are no longer forced to quit when they turn 65. "Many want to continue working, as they still have a lot to contribute," says Graham Steele, who was at the time the acting minister responsible for the Human Rights Act.
That was certainly the thinking in other provinces — such as British Columbia, Newfoundland and Labrador, Saskatchewan, and Ontario — when they moved in the past few years to eliminate mandatory retirement.
As people remain in the workforce for longer - many out of necessity rather than want - HR managers will need to closely monitor changing employee attitudes and consider redefining some of their policies to fit.
It has been shown that those with the most education tend to enjoy their work and are reluctant to be turfed out. And many people want to keep working for a variety of other reasons, including because they enjoy the office camaraderie, sense of purpose or routine.
Sometimes it's a case of economic survival.
Statistics Canada says the numbers of retirement-aged Canadians in the workforce will continue to increase — in less than 10 years, one in five people in the workforce will be aged 55 to 64.
This shift in demographics is not new, but what's surprising is the extent of the delay in planned retirement, indicating that potentially, we could be in for an even more dramatic shift in the makeup of our labour force than first expected.
As older workers remain at organisations for longer, it will be important for employers to reconsider how they will retain the engagement of their older employees to ensure they are able to continue to propel their organiaation forward.
Some workers may feel forced to remain in their jobs when they'd rather not be there. Employers will have to consider how they can best approach this: If older workers feel compelled to continue working when they'd rather be doing something else, employers will need to work doubly hard to maintain their motivation and job satisfaction, both of which impact their productivity.
Organizations may have to be more creative and flexible in their workplace strategies to allow older workers to remain productive and engaged in their roles. They may need to consider adjusting some of their workplace practices to suit the increased flexibility older workers are looking for. This may extend beyond the more typical work-life balance policies to pay and leave practices, work-from-home arrangements, even to job and role redesign to get the greatest productivity from older workers.
Employers need to consider how best to assist older workers to stay focused on work. As an example, concern about money matters can be a great source of stress or distraction for employees, and the employer can be an important conduit to providing information to help alleviate these concerns and assist employees in preparing for their retirement. Providing access to financial education and advice could be of great value to older workers.
For those employees nearing retirement, the employer has an important role to play in helping to smooth the path to retirement. Their role can range from providing access to information or a professional adviser - who can help older workers recalibrate their financial plan or investment allocation to help them meet their financial goals and ensure they have the most appropriate strategy in place - through to working in partnership to find solutions such as phased retirement strategies that will benefit both employer and employee.
Across much of Canada, mandatory retirement has been given the pink slip.
On July 1, 2009, Nova Scotia became the latest province to enact legislation to amend its human rights code and end the practice. As of that date, workers in the province are no longer forced to quit when they turn 65. "Many want to continue working, as they still have a lot to contribute," says Graham Steele, who was at the time the acting minister responsible for the Human Rights Act.
That was certainly the thinking in other provinces — such as British Columbia, Newfoundland and Labrador, Saskatchewan, and Ontario — when they moved in the past few years to eliminate mandatory retirement.
As people remain in the workforce for longer - many out of necessity rather than want - HR managers will need to closely monitor changing employee attitudes and consider redefining some of their policies to fit.
It has been shown that those with the most education tend to enjoy their work and are reluctant to be turfed out. And many people want to keep working for a variety of other reasons, including because they enjoy the office camaraderie, sense of purpose or routine.
Sometimes it's a case of economic survival.
Statistics Canada says the numbers of retirement-aged Canadians in the workforce will continue to increase — in less than 10 years, one in five people in the workforce will be aged 55 to 64.
This shift in demographics is not new, but what's surprising is the extent of the delay in planned retirement, indicating that potentially, we could be in for an even more dramatic shift in the makeup of our labour force than first expected.
As older workers remain at organisations for longer, it will be important for employers to reconsider how they will retain the engagement of their older employees to ensure they are able to continue to propel their organiaation forward.
Some workers may feel forced to remain in their jobs when they'd rather not be there. Employers will have to consider how they can best approach this: If older workers feel compelled to continue working when they'd rather be doing something else, employers will need to work doubly hard to maintain their motivation and job satisfaction, both of which impact their productivity.
Organizations may have to be more creative and flexible in their workplace strategies to allow older workers to remain productive and engaged in their roles. They may need to consider adjusting some of their workplace practices to suit the increased flexibility older workers are looking for. This may extend beyond the more typical work-life balance policies to pay and leave practices, work-from-home arrangements, even to job and role redesign to get the greatest productivity from older workers.
Employers need to consider how best to assist older workers to stay focused on work. As an example, concern about money matters can be a great source of stress or distraction for employees, and the employer can be an important conduit to providing information to help alleviate these concerns and assist employees in preparing for their retirement. Providing access to financial education and advice could be of great value to older workers.
For those employees nearing retirement, the employer has an important role to play in helping to smooth the path to retirement. Their role can range from providing access to information or a professional adviser - who can help older workers recalibrate their financial plan or investment allocation to help them meet their financial goals and ensure they have the most appropriate strategy in place - through to working in partnership to find solutions such as phased retirement strategies that will benefit both employer and employee.
Sunday, April 19, 2009
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