Employee Branding: Savvy job postings key to attracting the right staff

By Jason Ferrara Vice President, Corporate Marketing, CareerBuilder | December 15, 2009

The magnitude of the industry's turnover is demonstrated by a recent nationwide survey by CareerBuilder.com. According to the survey, about 12 percent of hospitality workers plan to leave their jobs in the fourth quarter of 2005.

While these statistics would be sobering for any employer, the problem is especially challenging in the hospitality industry, where the competency of the staff is often the deciding point between a disgruntled guest and a glowing review.

To beat employee turnover, businesses are creating employee brands designed to attract the right workers the first time around - qualified employees who are a good fit for the company culture. The most effective recruiters are able to position their companies as employers who offer an exceptional work experience and provide a value above and beyond a paycheck.

Crafting the Employee Brand

Every company has two unique brands - the customer brand and the employee brand.

Your customer brand sells a product or service; your employee brand sells a work experience. For example, people stay at the Ritz-Carlton for the hotel chain's service and value. People work at the Ritz-Carlton because they see a good career opportunity.

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Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.