Tenure and Endurance: Key Ingredients to a Successful Hotel Spa

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

<

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

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Clyde Guinn
Michael Boult
Jerry Tarasofsky
Frank Meek
Timothy E. Osiecki
Bryan Green
David Michael Jerome
Michele Walters
Michael Haynie, SR.
Mary Gendron
Coming up in June 2019...

Sales & Marketing: Selling Experiences

There are innumerable strategies that Hotel Sales and Marketing Directors employ to find, engage and entice guests to their property, and those strategies are constantly evolving. A breakthrough technology, pioneering platform, or even a simple algorithm update can cause new trends to emerge and upend the best laid plans. Sales and marketing departments must remain agile so they can adapt to the ever changing digital landscape. As an example, the popularity of virtual reality is on the rise, as 360 interactive technologies become more mainstream. Chatbots and artificial intelligence are also poised to become the next big things, as they take guest personalization to a whole new level. But one sales and marketing trend that is currently resulting in major benefits for hotels is experiential marketing - the effort to deliver an experience to potential guests. Mainly this is accomplished through the creative use of video and images, and by utilizing what has become known as User Generated Content. By sharing actual personal content (videos and pictures) from satisfied guests who have experienced the delights of a property, prospective guests can more easily imagine themselves having the same experience. Similarly, Hotel Generated Content is equally important. Hotels are more than beds and effective video presentations can tell a compelling story - a story about what makes the hotel appealing and unique. A video walk-through of rooms is essential, as are video tours in different areas of a hotel. The goal is to highlight what makes the property exceptional, but also to show real people having real fun - an experience that prospective guests can have too. The June Hotel Business Review will report on some of these issues and strategies, and examine how some sales and marketing professionals are integrating them into their operations.