{468x60.media}
Mr. Kelleher

Human Resources, Recruitment & Training

"Generation Y - Our Communication Rules Have Changed"

By Bob Kelleher , President and Founder, The Employee Engagement Group

Generation Y, also known as the Millennial Generation (Millennials) is the generation following Generation X. Although there is no clear consensus when the Millennial generation starts and ends, most agree that it applies to those born between the mid 1970s to the mid 1990s. Many of them are children of Boomers (those born between the mid 1940's to mid 1960's). For purpose of this article, our focus will be on Generation Yers who originate or reside in the US or other western nations.

"We were the same way when we were their age."

Which is partially true. There are overlapping traits that all generations shared during similar points in time. In watching my three Gen-Y children, I often see myself when I was their age (upper teens and mid 20's). However, the demographic experts agree today's Gen-Yers are unique in three very distinct ways: they're more global than any previous generation, they're more technically dependent, and they're the wealthiest generation EVER.

6 Communication Essentials:

1. Leverage Technology

Where Generation X is technologically savvy, Generation Y is technologically dependent. This became obvious to me a few weeks back at my son's college graduation. Sitting in the large auditorium and looking down proudly on my recent graduate sitting with his 3,000 college graduates, I noticed small glimmers of light on the laps of each graduate. I remarked to my wife how my son's university was quite thoughtful in providing each graduate a flashlight to look at the program. She laughingly replied, "they're not using flashlights, they're texting!"

Although Gen-Y is technically dependent, I continue to be amazed at how few hotels or businesses have social media policies in order to leverage technology (less than 50% according to most studies). And those that do, often focus their policies on what you can't do. If you're one of the hotels that prohibit your employees from using social media or make it difficult for your guests to access in-room technology, you are losing out on a huge communication and branding tool. Worse, you will implicitly be encouraging your Gen-Y employees to sneak away from their jobs to text, catch a YouTube video, Google, or tweet, and will also be encouraging your guests to seek alternative hotels in the future.

If you don't know where your hotel stands in embracing technology, I have a simple question: If you still place Gideon's Bibles in nightstands but lack wireless internet access, you're already behind.

2. Communicate Frequently

Communication experts often said that people needed to see or hear things 7 times before they actually "hear" it. With today's information overload, today's communication experts now agree that people only "hear" a message after receiving it 13 times. Hotel leaders need to make sure they leverage paper, email, texting, and in-person communication venues in communicating with their employees and guests. Alignment occurs when employees are all on the same page. If you think you're adequately aligning your Gen-Y employees by solely sending out written communications, you're missing out on an opportunity. Remember, this generation does not read newspapers. Your messaging to Gen-Y needs to be frequent, brief, and be communicated via technology.

3. Communicate Recognition

Many hotel leaders are Baby Boomers, who by nature are uncomfortable giving or receiving recognition. Unfortunately, this is counter to the needs of Generation Y, who some experts claim need to be recognized 8 times a day! Although Boomers are uncomfortable giving or receiving praise, they have showered their children with praise and "at-a-boys." Remember, this is the generation where the losing soccer team received trophies! Hotels must add ways to provide on-going feedback to staff. They should look for ways to "catch someone doing something right" and offer recognition. They should include mid year or quarterly performance feedback ( annual performance reviews are "so yesterday"). They should include 360 feedback opportunities where employees have an opportunity to receive feedback from their managers as well as their subordinates, peers, and even guests.

4. Seek Their Input on Branding

Your Generation Y employees have great ideas, think differently than you, and can provide great input on how to leverage your hotel's brand. Don't forget that there are 84 million current and future hotel guests that are Gen-Yers. Your Gen-Y employees know how to market to this group, they understand their lodging needs, and can help you position yourself in ways that was not possible a few years back. Establish a cross sectional task team with a goal of leveraging your hotel's brand. Ask your Gen-Yers to help you come up with a plan to promote your hotel via blogging and tweeting. Instead of communicating your hotel's objectives, vision, or mission via a static written communication, provide Flip video cameras to your Gen-Y employees and ask them to film your hotel's values or vision. Include guest commentary, make it fun, offer prizes for the best video, and quickly you'll have an engaging video to post on your website.

5. Provide Structure

Unlike prior generations, Generation Y has been raised in a highly structured and disciplined environment. Sporting events are highly structured; after school formal programs are the norm; scheduled summer camps ranging from arts to sports are now commonplace; tutors are hired even for the intellectually gifted. Is it any wonder why so many Generation Yers struggle when they enter the workplace and are given tasks without opportunities for frequent feedback? Managers need to recognize that many Gen-Yers will struggle unless additional structure is provided. Weekly (if not daily check ins) will enable you to provide structure while also providing for opportunities to give recognition (remember, they need to be recognized 8 times a day).

6. Communicate Development Opportunities

Studies support that Generation Y is more interested in career opportunities than any previous generation. One recent study reported that Generation Y is 3 times more interested in personal development than money! Hotels should create clear development paths ("line of sight") to help employees understand where they are, where they can go, and what they need to do to get there. Although the average tenure of US based employees is 3.5 years, it is projected that the average tenure of Generation Y is 20 months! You must communicate and structure career opportunities for this generation. They get bored easy, and need to understand "whats next for me". Instituting job rotation at your hotel will be a necessary retention tool.

Today's Generation Yers have amazing skills to offer. They can be technological mentors to the rest of us. They understand how to communicate and attract a global clientele. They are adventurous. They are purpose driven. They exude positive energy that is contagious. And contrary to the perception of some, they are not lazy (as I've heard some boomers claim). They work differently than prior generations. Their clock does not stop. They check email on weekends, They live in a blended world of work, friends, and family. Experts agree that all generations share three traits. We're all driven by achievement. We're all social. We're all driven by a sense of fairness.

Mr. Kelleher, President and Founder of The Employee Engagement Group is a best-selling author, international keynote speaker, and consultant and travels the globe sharing his insights on employee engagement, leadership, and workforce trends. Bob is the author of the best selling book, "LOUDER THAN WORDS: 10 Practical Employee Engagement Steps That Drive Results", "CREATIVESHIP, A Novel for Evolving Leaders" and the just released "EMPLOYEE ENGAGEMENT for Dummies". Having been an internal practitioner for many years, Mr. Kelleher weaves together proven best practices, current case studies, and supporting research to make a compelling business case. His enthusiastic and passionate delivery have proven to be a winning formula for audiences throughout the world – with recent talks in Beijing, Hong Kong, Tokyo, Warsaw, Belfast, Paris, Kiev, Dubai, and Mexico. Mr. Kelleher can be contacted at 781-281-7259 or rkelleher@employeeengagement.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.

Receive our daily newsletter with the latest breaking news and hotel management best practices.
Hotel Business Review on Facebook
RESOURCE CENTER - SEARCH ARCHIVES
General Search:

OCTOBER: Revenue Management: Technology and Big Data

Steve  Van

Do you have a catering assistant whose first question each morning is Did we sell out? or What was our occupancy and ADR last night? What about a front office associate who is so hungry to earn the perfect sell incentive that every time she works the 3:00 to 11:00 shift and the hotel has just a few rooms left to sell, you can count on the fact that you are going to end up with a perfect sell? If so, you may have just found your next revenue manager! READ MORE

Will Song

Airbnb is less than a decade old, but it has already begun to make waves in the travel industry. The online marketplace where individuals can list their apartments or rooms for guests to book has been able to secure a surprisingly stable foothold for itself. This has caused some hoteliers to worry that there’s a new competitor in the market with the potential to not only take away market share but drive prices down lower than ever. Let’s take a closer look at how Airbnb fits into the industry right now and then walk through the steps of the ways your hotel revenue management strategy can be adapted to the age of Airbnb. READ MORE

Brian Bolf

Revenue management tends to be one of the most challenging hospitality disciplines to define, particularly due to the constant evolution of technology. Advancements in data processing, information technology, and artificial intelligence provide our industry with expanded opportunities to reach, connect, and learn from our guests. Ultimately, the primary goals of revenue management remain constant as the ever-evolving hospitality industry matures. We must keep these fundamentals top of mind, while proactively planning for the tighter targets that lay ahead. That said, how can we embrace these innovations, operate under constricted parameters, and learn from the practices used today to achieve our same goals moving forward? READ MORE

Sanjay  Nagalia

Every year, it seems as though the hospitality industry faces more competition, new opportunities to leverage their data, and difficult organizational challenges to overcome to remain competitive in a hypercompetitive marketplace. The popularity of the sharing economy, dominating OTAs and a growing generation of often-puzzling consumers all give pause to hotels as they strategize for a more profitable future. Hotels have been feeling the heat from OTA competition for several years, causing many organizations to double down on their efforts to drive more direct bookings. Revamped loyalty programs, refined marketing campaigns and improvements to brand websites have all become primary focuses for hotel brands looking to turn the tables on their online competition. READ MORE

Coming Up In The November Online Hotel Business Review




{300x250.media}
Feature Focus
Architecture & Design: Authentic, Interactive and Immersive
If there is one dominant trend in the field of hotel architecture and design, it’s that travelers are demanding authentic, immersive and interactive experiences. This is especially true for Millennials but Baby Boomers are seeking out meaningful experiences as well. As a result, the development of immersive travel experiences - winery resorts, culinary resorts, resorts geared toward specific sports enthusiasts - will continue to expand. Another kind of immersive experience is an urban resort – one that provides all the elements you'd expect in a luxury resort, but urbanized. The urban resort hotel is designed as a staging area where the city itself provides all the amenities, and the hotel functions as a kind of sophisticated concierge service. Another trend is a re-thinking of the hotel lobby, which has evolved into an active social hub with flexible spaces for work and play, featuring cafe?s, bars, libraries, computer stations, game rooms, and more. The goal is to make this area as interactive as possible and to bring people together, making the space less of a traditional hotel lobby and more of a contemporary gathering place. This emphasis on the lobby has also had an associated effect on the size of hotel rooms – they are getting smaller. Since most activities are designed to take place in the lobby, there is less time spent in rooms which justifies their smaller design. Finally, the wellness and ecology movements are also having a major impact on design. The industry is actively adopting standards so that new structures are not only environmentally sustainable, but also promote optimum health and well- being for the travelers who will inhabit them. These are a few of the current trends in the fields of hotel architecture and design that will be examined in the November issue of the Hotel Business Review.