| By Dr. John Hogan, CHE CHA MHS, July 22, 2009
In the hospitality industry, we often privately and publicly talk about
our most important asset as being our people. We hear that it is
not the "polished marble or the lobby waterfalls or the shiny brass" that
will make us successful, but the staff that we employ to carry our message,
to represent us and to meet the needs of our customers.
It seems that many of us miss the opportunity to recognize our most
important asset much of the time. There are dozens of ways to accomplish
this and many of them need not cost much in money, but they do need the
"cost" of attention and managerial/owner time.
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AWARDS
�Opportunity is missed by most people because it is dressed in
overalls
and looks like work."
Thomas Edison (1847-1931) American inventor, scientist and businessman
who developed many devices that greatly influenced life around the world,
including the phonograph, the motion picture camera, and a long-lasting,
practical electric light bulb. Edison is considered one of the most prolific
inventors in history, holding 1,093 U.S. patents in his name, as
well as many patents in the United Kingdom, France and Germany. |
Most of us have come to realize that criticisms and problems are pointed
out and highlighted often. We are not always as quick to identify
what works well.
Meaningful recognition programs that honor the person as an individual
are often what gains the attention and at times even the loyalty of the
staff, which in turn usually leads to higher guest satisfaction and higher
profits.
Awards are important to many people, as they are really forms of recognition
that we all yearn for.
They do not always need to be big cash prizes or exotic incentive trips
for sales managers who exceed their annual quota of bookings.
Some of us have recognition programs, like employee of the month. Some
of us have an incentive program that focuses on the sales department booking
levels or certain managers' reaching projected financial results.
Yet, many of us still have not caught on to the realization that the occasional
"poor attitude" that seems to creep into our organization is at least partially
due to the fact that some (or perhaps many) people are not being adequately
recognized for their accomplishments and contributions to the organization.
How do we define accomplishments and contributions to the organization?
In the most fundamental way, it means meeting the minimum standards.
Minimum standards are like minimum wage in many cases, though. If one sets
the goal low enough, the target will be reached and then we wonder why
our results are not better.
Perhaps a better definition of accomplishment could be in our goal setting
process, in that we include some higher targets and include some positive
actions that include:
-
specific achievements that require additional effort
-
quality benchmarks met and exceeded
-
success in a defined and agreed upon way
-
improvement in a formerly troubled department
-
return or repeat customers
-
project completion by date and budget, etc.
Future columns will discuss goal setting in hospitality, but this one focuses
on ways to provide specific action steps to recognize even the small accomplishments.
It is that string of small feats that create the real winners, because
that combination of success is what makes teams.
SPECIFIC RECOGNITION IDEAS
1. PUBLIC RECOGNITION
Write up a press release (with photograph) in the local paper
for length of service, recent promotion, special project successfully completed,
etc. If possible, send this to the person's hometown paper, including
smaller town papers and weeklies. This is also PR! Include it in
the staff or company newsletter.
2. PERMANENT MEMENTO
When someone is recognized as Employee of the Month, or receives an
acknowledgment for something, cash or merchandise may be frequently part
of the honor. Include a plaque, certificate, picture, etc. as well,
though. It is that keepsake that will keep the memory of the accomplishment
alive after the dinner or cash is long gone. This is something to
display, to show to friends, etc.
3. GROUP ACTIVITIES
Summer picnics and diverse activities such as sponsored teams (if open
to all interested) are appreciated by most staff. A twist on the
traditional holiday party is the one sponsored for the management
team of Lettuce Entertain You, Inc. in Chicago. These people operate a
number of restaurants, including the famous PUMP ROOM at the Ambassador
East Hotel.
On Thanksgiving morning (a slow time for most hotels and restaurants),
management couples and children come to the PUMP ROOM (an upscale, sophisticated
place) for Breakfast with Mr. and Mrs. Santa Claus. Years ago, I
stayed at this hotel while this event was going on (they allowed my kids
to join them-nice touch) and the parents and kids enjoyed themselves.
Not everyone may care to come to company sponsored events and options
should be considered. We also need to learn not to get our managerial feelings
offended if this is an evolving process.
4. SHARED SAVINGS
Provide a way of obtaining staff input. Give a 10% cash bonus of savings
created through a suggestion program. (This "better idea" program has enormous
potential)
5. THE MOST PERSONAL DAY OF ALL
In these challenging days, consider re-arranging your paid holidays
if you're not in a position to add any. Recognize each person as
unique and make each person's birthday a personal holiday. This can
also spread some payroll benefits out, in that the holiday does not all
occur on the same day.
6. SHARED HOSPITALITY
Consider providing a night out on the town for that manager or employee
who has really performed well under trying conditions, or a pressure deadline
or short-staffed. Dinner, theater (plays or movies), free room, etc. can
help on the home front, too.
7. PUBLIC RECOGNITION
Provide a contribution to charity or community program in their name
as recognition for their service. This can be items other than cash.
8. THE MOST PERSONAL DAY OF ALL, part 2
When we reach adulthood, the only birthday cards many of us receive
are from immediate family and our insurance agent. A system can be
easily set up to send every staff member a card, even at big hotels.
A shared cake or other special event recognition monthly at staff meetings
is always well received.
9. SELF IMPROVEMENT
Provide reimbursed seminar costs for attendance at approved professional
workshops for self-development.
10. CONTINUING EDUCATION
Participate in paying tuition, books, etc. for staff member. Many hotels
cover Educational Institute courses after the staff member passes the course.
This encourages active participation.
11. PROFESSIONAL RECOGNITION
Create special or advanced titles, based on performance i.e. Senior
Receptionist, Towers housekeeper, Chief Electrician, etc. Be careful to
be accurate and fair.
12. HOTEL TEAMS
Selection as member of hotel committee- safety, holiday party, quality
assurance, awards, etc. Be certain that these are working committees that
get results and are FUN!
13. LONG TERM PROGRAMS
Create matching funds account for IRA or other retirement funds. Many
of us may not be in a position to do this now, but to keep good people;
this should not be permanently overlooked
14. TANGIBLE ITEMS
Consider a "shopping spree" for a special job well done, i.e.
Set a time or financial limit. Take pictures and post them! If you
belong to a franchise group or with a large management company, send them
to that company's newsletter. Staffs do read them!
15. PERMANENT RECOGNITION
The saying goes that there are "different strokes for different folks�.
Scholarship or Trust Funds in their name for a school or cause they consider
important has real meaning for certain members of your staff.
16. SHARED HOSPITALITY-PART 2
In this industry, we frequently have the ability to arrange for what
is perceived to be all expense paid trips and time off. Ways to do
this effectively in these challenging difficult times include bartering
and trade-outs with other hotels, transportation companies, attractions,
etc. Many of those groups could be or should "partners in hospitality"
and are also having challenging times:
Examples:
A weekend at nearby resort for most consistent quality
A 3 or 4-day long weekend for contributing most to property profitability
or for exceeding booking or revenue goals by 20, 30% etc., if it is demonstrated
this booking came from the individual�s drive or initiative and not a call
in or lead from the CVB. This is best redeemed after the group has
left and paid their bill.
This category could cost money-make it one that can be rewarded on the
basis of significantly improved quality and/or profitability
17. INCENTIVES
Create an assertive upsell program for any department that deals with
revenues, i.e. reservations, desk, food/beverage service, audio/visual,
pool, health club, etc. Make sure everyone understands the rules and make
the time period judged short enough to be effective, yet long enough to
make it profitable for the hotel
18. BONUSES
Specify an amount or percentage for certain achievements. These
need to be achievable and equitable:
$xx for most days without an accident
$xx for most consistent/highest scores on performance
% of savings in reducing loss of linens, china, etc.
% of increased sales/ADR over predetermined goal
Most number of guest rooms cleaned this week/month
Lowest turnover in departments with more than 10 staff
There is no single answer, just as there is no single hotel style, design,
or operation that is the only one that will be successful. It is
the realization of Edison's thought on missed opportunity that limits most
of us.
SHARING BEST PRACTICES � An Interactive Exchange
Understanding that not all of us are motivated by the same things:
A new look at awards and recognition
If you have a best practice, you would like to share on the topic in
this column or in another area of the hospitality industry, please send
it to me at [email protected]
for possible future inclusion in future articles. If your best practice
is mentioned in an online article or other future publication, the person
who submitted the practice will be credited in the column and that will
be the only form of recognition or compensation. |
Feel free to share an idea for a column at [email protected]
anytime or contact me regarding consulting, customized workshops, speaking
engagements ����.
And remember � we all need a regular dose of common sense.
Autographed copies of LESSONS FROM THE FIELD � a COMMON
SENSE APPROACH TO EFFECTIVE HOTEL SALES can be obtained from THE ROOMS
CHRONICLE www.roomschronicle.com and other industry sources.
All rights reserved by John Hogan and this column may
be included in an upcoming book on hotel management. The opinions
expressed in this article are those of the author and do not necessarily
reflect the views of this publication
 John
Hogan, a career hotelier and educator, is frequently invited to participate
at franchise meetings, management company and hospitality association industry
events. He is a successful senior executive with a record of accomplishment
in leading hospitality industry organizations at multiple levels, with
demonstrated competencies as a strong leader, relationship builder, problem
solver and mentor. He conducts mystery-shopping reviews of quality in operations
and marketing, including repositioning of hotels.
Expertise and Research Interest
� Sales Management and training
� Turn-around and revenue management
� Professional Development & Customer Service
� Hospitality Leadership and Executive Education
� Making Cultural Diversity Real
� Accreditation & Developing Academic Hospitality
programs
He writes weekly columns for a number of global online
services and has published more than 400 articles & columns on the
hotel industry. He co-authored (with Howard Feiertag, CHA CMP) LESSONS
FROM THE FIELD � a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES, which
is available from [email protected], ROOMS CHRONICLE www.roomschronicle.com
and other industry sources. He resides in Phoenix, Arizona and expects
to publish in 2009 his 2nd book based on his dissertation � The Top 100
People of All Time Who Most Dramatically Affected the Hotel Industry.
Hogan�s professional experience includes over 35 years
in hotel operations, food & beverage, sales & marketing, training,
management development and asset management on both a single and multi-property
basis, including service as Senior Vice President of Operations in a specialty
hotel brand for six years.
He holds a number of industry certifications (CHA, CHE,
MHS, ACI) and is a past recipient of the American Hotel & Lodging Association�s
Pearson Award for Excellence in Lodging Journalism, as well as operational
and marketing awards from international brands. He has served as
President of both city and state hotel associations.
John�s background includes teaching college level courses
as an adjunct professor at three different colleges and universities over
a 20-year period, while managing with Sheraton, Hilton, Omni and independent
hotels. He was the principal in an independent training & consulting
group for more than 12 years serving associations, management groups, convention
& visitors� bureaus, academic institutions and as an expert witness.
He joined Best Western International in spring of 2000, where over the
next 8 years he created and developed a blended learning system as the
Director of Education & Cultural Diversity for the world�s largest
hotel chain.
He has served on several industry boards that deal with
education and/or cultural diversity and as brand liaison to the NAACP and
the Asian American Hotel Owners� Association with his long-term involvement
in the Certified Hotel Owner program. He has conducted an estimated
3,200 workshops and classes in his career.
Service to the Industry and Hospitality Education includes
working with the Educational Institute Certification Commission of the
AH&LA, the Hospitality Industry Diversity Institute, the AH&LA
Multicultural Advisory Council, the Accreditation Commission for Programs
in Hospitality Administration, the Commission for Accreditation on Hospitality
Management Programs, the AH&LA and AAHOA Education and Training Committees,
the Council of Hotel, Restaurant and Institutional Educators (CHRIE), the
International Hotel Show and the Certified Hotel Owner program for the
Asian American Hotel Owners� Association.
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