Tenure and Endurance: Key Ingredients to a Successful Hotel Spa

By Mia A. Mackman President & Owner, Mackman ES | September 16, 2018

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p>There was a time when tenured employment was a standard practice. People would stay at one place for many years before moving on to a new employer or exploring different career opportunities. This was once a preferred way-of-life for many people and companies. This created strides in performance, opportunities for promotions and job stability. Since then, the workforce has transformed into cycles of prevalent turnover and disjointed employee loyalty. People are moving on from one company to another, choosing lateral moves not only vertical strides.

The Median employee tenure tends to be higher among seasoned workers than new ones. For example, the median tenure of workers ages 55 to 64 (10.1 years) was more than three times that of workers ages 25 to 34 years (2.8 years). Also, a larger proportion of older workers than younger workers had 10 years or more of tenure.   It's notable that of workers ages 60 to 64, 55 percent were employed for at least 10 years with their current employer in January 2016, compared with only 13 percent of those ages 30 to 34. See age and tenure data in Figure 1 below:

Talent and labor cycles have shifted substantially. There is constant movement in the talent search, hiring and recruiting space. And it has become commonplace for people stay with an employer for one to three years, then moving on to explore new endeavors. In some cases, there are advantages in doing this. In many cases, the translations of value have yet to be instituted through company hiring and staffing initiatives; leaving vast gaps between employee loyalty and greener grass, in the landscape of new opportunities.

Self-Awareness

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Social Media: Getting Personal

There Social media platforms have revolutionized the hotel industry. Popular sites such as Facebook, Twitter, Pinterest, Instagram, Snapchat, YouTube and Tumblr now account for 2.3 billion active users, and this phenomenon has forever transformed how businesses interact with consumers. Given that social media allows for two-way communication between businesses and consumers, the emphasis of any marketing strategy must be to positively and personally engage the customer, and there are innumerable ways to accomplish that goal. One popular strategy is to encourage hotel guests to create their own personal content - typically videos and photos -which can be shared via their personal social media networks, reaching a sizeable audience. In addition, geo-locational tags and brand hashtags can be embedded in such posts which allow them to be found via metadata searches, substantially enlarging their scope. Influencer marketing is another prevalent social media strategy. Some hotels are paying popular social media stars and bloggers to endorse their brand on social media platforms. These kinds of endorsements generally elicit a strong response because the influencers are perceived as being trustworthy by their followers, and because an influencer's followers are likely to share similar psychographic and demographic traits. Travel review sites have also become vitally important in reputation management. Travelers consistently use social media to express pleasure or frustration about their guest experiences, so it is essential that every review be attended to personally. Assuming the responsibility to address and correct customer service concerns quickly is a way to mitigate complaints and to build brand loyalty. Plus, whether reviews are favorable or unfavorable, they are a vital source of information to managers about a hotel's operational performance.  The February Hotel Business Review will document what some hotels are doing to effectively incorporate social media strategies into their businesses.