Mr. Goldstein

Human Resources, Recruitment & Training

Seven Hot Trends in Management Techniques

By Michael Goldstein, President & CEO, Packard Hospitality Group

It's no surprise when I tell you that today's traveler has an overwhelming number of options available when selecting accommodations for business or leisure. The industry has become so keenly tuned in to what today's travelers are looking for, making it a challenge to rise above the competition and differentiate oneself from others.

We've equipped our stylish guest rooms with the most current, cutting-edge technology, provided unparalleled bedding made from the finest Egyptian cotton and luxurious spa-like guest baths and products. Yet all of those amenities and appointments can quickly dissipate in the eyes of our guests if they do not encounter employees who are responsive to their needs and sincerely hospitable.

Simply put, it's paramount to remember that the most logical and practical way to outperform your competition is directly through your employees. They are the ambassadors for your hotel - and should be recruited and trained to complement and enhance your multi-million dollar assets.

Recruiting Beyond the Classifieds

Many of us recall when recruiting for an open position simply meant that the personnel department placed an ad in the Help Wanted section of the local newspaper. That longstanding practice was routine and perfectly acceptable. Today, hotel management must be ready to recruit in increasingly creative and innovative ways. To catch the eye of the most qualified recruits in the hotel industry, think beyond common methods.

If you don't already, start using your company's blog to promote job openings. Encourage valuable staff to participate in a referral program that offers incentives if their suggested recruits prove a good match for the hotel. Have representatives at college fairs and local professional industry-related events - know your "backyard" talent. Advertise on professional organizations' websites. Offer competitive internships for college students. Bring department managers together regularly to discuss bright stars among staff - people who may be inside recruits when positions become available. In other words, cast a wide but targeted net to catch the best and the brightest.

Invest In the Best

Perhaps the single most difficult aspect of recruiting for an open position is to refrain from impulsive hiring practices. No one enjoys having unfilled positions - but the only thing worse than open positions is to hire the wrong individual to fill that slot. Investing in targeted recruiting practices is simply a requirement to guarantee the best recruiting pool possible.

Managers should practice this mantra when it comes to hiring new members for their team: "Build for Tomorrow." Identifying, recruiting and hiring the absolute best people can make a substantial impact. Your hotel will have lower employee turnover, more team cohesiveness and camaraderie, and of course, less money spent on frequent recruiting due to poor hiring practices.

Careful recruiting and thoughtful, effective training requires a solid and calculated commitment of both time and money. The long-term effects, however, are well worth the initial investment. Properly-trained employees exude confidence, handle unexpected situations effectively and positively promote the hotel with their consistent talents and knowledge.

Consider the option from time to time to hire outside training and development coaches to help train your managers to learn how to find talent and methods to retain the best. For example, our organization recently hired Communication Works Inc., to provide additional training to our managers. We expect this to positively impact how we hire, who we hire, retention of the best employees, and our company culture to consistently strive to do our best.

Don't Just Attract...Retain

By implementing careful, considerate hiring practices, chances are you will build a great team of people who enjoy their work and enjoy working with one another. After crafting your "A Team," however, how do you keep your stellar lineup together?

Voluntary employee turnover is comprised of many factors - from opportunities for career advancement, increases in personal income, changes in personal life priorities, to promotions or transfers within the company or even a departure from the industry altogether. Identify individual employee needs and goals to better target him or her with incentives to stay and thrive at your hotel.

What are today's talented employees looking for? Think creatively and remain open to trying ideas never put into practice at your hotel before. People expect flexible work schedules that help them manage both career and personal life. For certain positions, employees might telecommute one or two days a week.

One of the ways our company encourages team building and sharing of ideas is by consistently communicating our common goal and rewarding hard work. If you want to retain your team they must feel that their hard efforts are acknowledged. In our reward program we have two common goals that all staff contribute to - improving GOP and the Guest Service Scores. Our reward system rewards all employees on a quarterly basis for achieving/exceeding GOP and Guest Service Scores goals and it promotes the team building efforts we are after.

Homegrown Talent

When you hire an individual, you want him or her to take on responsibilities and successfully perform job duties. New hires bring an eagerness to learn and achieve success in their roles. You provide an environment that nurtures and directs them toward that success. Management should be continually monitoring the employee's abilities, interest and natural talent with the purpose of evaluating where this employee may be able to advance within the company.

For example, we recently had an associate who was hired for the front desk. Within no time we realized her passion for the guest experience and great attention to detail would align a path for her outside of the front desk and into the sales department. The front desk was an excellent department for her to focus on her current areas skill sets but also develop skills needed in her future role as the front desk truly is an extension of the sales department. The property management staff worked closely to expand her skill set and within six month she was promoted to Catering Coordinator. She quickly excelled again and received a promotion to Sales Manager.

Michael Goldstein is president and CEO of Packard Hospitality Group. He has over 25 years of experience in hotel development, including new construction, renovations, franchise negotiations and brokerage. He currently manages more than 24 hotels, resorts, restaurants and multi-family residences throughout the country. He holds a BA in Hotel and Restaurant Management from La Salle University. He is a member of American Hotel and Lodging Association, California Hotel Association and a licensed real estate agent in the state of California. Mr. Goldstein can be contacted at 858-277-4305 or michael@packard-1.com Extended Bio...

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