Ms. Flores

Human Resources, Recruitment & Training

The “New Norm” in Career Development: Motivating and Developing Top Talent in a Changing Workplace

By Kathleen Chiechi Flores, Executive Vice President, Human Resources, Wyndham Hotel Group

The economic challenges of the past four years have led many companies to re-examine the ways in which they do business and how they deploy talent. In many cases, the work did not go away and fewer people were left to carry on the tasks that had previously been shared among many.

As we work our way out of the recession and look forward to a healthier economic environment, there is an understanding that despite recovering business levels, we may never see the return of former staffing levels. This “new norm” of operating with leaner teams has led Human Resources professionals and people managers to look at career development and growth opportunities in a new light. The traditional view of advancement through promotion may no longer apply and might not meet the expectations of high potential individuals who seek recognition and growth on a faster timeline.

As a result, it is incumbent upon those of us responsible for retaining our best talent to find new and different ways to answer the need for individual and career development. It may no longer be about climbing the ladder, but rather about seeking new and different experiences that add skills and enrich one’s professional credentials. The following are several ways that we as leaders, can help facilitate exactly that.

Opportunity through Lateral Assignments

Cross-training is one example of how lateral assignments can provide experiential development. In some cases cross-training can occur to allow an individual to backfill a gap in another area on an interim basis. For example, in the hotel business, if one area of the hotel is being closed for renovation (i.e. a restaurant or casino), it creates an opportunity to redeploy the team members normally working in that area to another part of the property. In doing so, associates are able to discover new and different jobs that they enjoy while learning new skills.

Similar to cross-training, a job rotation affords someone the chance to become skilled at performing more than one role and thereby enhance their value to the organization. This requires a commitment on the part of managers to allow for the mobility of associates who they would otherwise want to hold in a particular role. Doing so not only expands skill sets, but affords someone the opportunity to change the direction of their career. With fewer individuals looking for typically prescribed career paths, job rotation introduces new ideas and possibilities for developing expertise.

Taskforce assignments and special projects are yet another way to recognize someone’s value by tapping them on the shoulder to help out when there’s a need in another part of the business. For example, when a new hotel opens, there is opportunity to pull in associates from other properties and help get the hotel up and running. Individuals selected for such an assignment are often appreciative of the chance to travel somewhere new and are able to benefit from working in a different environment with a new team.

Whether it is through one of the previously mentioned opportunities or another creative development experience that an associate is able to take advantage of, it is important to remember that the business benefits as well. In addition to cultivating a broader background for talented associates, the above programs foster better collaboration and a sense of unity across a hotel or organization. Equally important are the insights that such programs bring about, enabling managers to recognize and develop talent pools within their organizations that can be called upon when new opportunities become available.

The Importance of Education

In addition to lateral assignments, enabling educational opportunities is an important part of helping individuals cultivate their development.

If there is an online training program readily available, either through your own business or an affiliate, make sure it is marketed successfully to your associates so they can take advantage of it. Effective and relevant training that empowers associates to harness their potential and find their passion can also satisfy that yearning for professional growth. Too often we overlook the resources we have in our own working groups.

Another important channel for development is mentoring. This can be done through a formal mentoring program or through informal mentors. Any work environment that seeks to establish a learning culture will encourage mentoring. Formal programs can be very impactful if enough attention is dedicated to the process and the quality of the mentors. This can be done one on one, or even in small groups in which individuals are able to benefit from the insights and discussion led by a more seasoned or senior leader. In addition, we often hear that more seasoned associates desire to seek opportunities to informally lead more junior team members. Encouraging mentoring outside of the organization is another way to allow more accomplished and seasoned team members to share their experience and wisdom with others.

Closely aligned with mentoring, shadowing also enables associates to learn from their peers or managers. Don’t overlook what is a simple and cost effective way to expose employees to other jobs or disciplines without forcing them to change roles. In the hotel industry, this can mean a corporate employee spending time in a hotel to learn the roles of property level associates or a front desk clerk who has an interest in culinary arts spending some time in the kitchen. What starts as a short multi-day exercise in shadowing has the potential to increase an associate’s greater knowledge of the business while giving them the opportunity to learn more about a potential career path.

Along with learning from those at the company, getting involved with industry associations or organizations can provide associates with an outlet for networking and the ability to learn and share best practices outside of the normal work environment. Such opportunities are often viewed quite favorably by associates and the opportunity to attend a conference or meeting is seen as chance to expand knowledge and contacts. While in some cases cost may be a consideration, there can be creative solutions to find access to these events. This can include partnering with other companies or organizations to help cover costs or even offering to host such an event at your own hotel in exchange for allowing several of your own associates to attend.

The new norm may mean leaner teams but many opportunities still exist for strong career development for today’s talent and tomorrow’s leaders. A new strategy for career growth has emerged based on diverse experience and learning opportunities where individuals are encouraged to explore new roles or assignments, to demonstrate initiative and innovation, and above all, to embrace any opportunities that come their way. As leaders of our own organizations, it is important that we champion this growth and continue to create such opportunities. We must lead by example.

In creating an environment that encourages associates to take control and ownership of their careers, we help ensure that they are engaged, empowered and valued. We become the business that people want to be a part of and want to grow with and their success becomes our success.

Kathleen Chiechi Flores was appointed executive vice president of human resources in January 2009 and oversees the development and execution of Wyndham Hotel Group’s global human resources strategies, including the talent selection, talent management, workforce planning and administration of more than 4,000 employees around the world. She is also responsible for the company’s business continuity planning and global communications functions, including employee communications public relations and franchisee communications. Ms. Flores can be contacted at 973-753-6590 or kathleen.flores@wyn.com Extended Bio...

HotelExecutive.com retains the copyright to the articles published in the Hotel Business Review. Articles cannot be republished without prior written consent by HotelExecutive.com.