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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Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.