The Overlooked Key Elements of Employee Integration

The introduction of a new employee to your hotel is more multidimensional than we previously thought

By Lisa Seay Founder, Element C | March 11, 2018

Welcoming new employees is likely something you do often. So often, in fact, that it might feel more like a process than an opportunity. A have-to-do instead of something that could really make a difference in the experience of that employee. A requirement involving a series of tasks rather than a chance to build a long-term relationship.

In a report by the Society for Human Resource Management, Onboarding New Employees: Maximizing Success, onboarding is defined as the thing that helps new hires adjust to the social and performance aspects of their jobs, so they can quickly become productive, contributing members of the organization. Done well…it might even distinguish your organization as a great place to work.

Yet, despite the opportunity companies have to set themselves apart, we see them limiting their new employees to an experience that simply consists of getting to know the names of their co-workers, learning a little bit about the company history and shadowing someone who does the job they will do.

But, it doesn't have to be that way. Come along on a journey. One where your employee's introduction to your organization is more than meeting a few people, signing their new hire paperwork and learning how to clock in and out. This journey is more of an experience. And, as with any good experience, it has been thoughtfully planned with attention given to what we want to create for our new team member--a spirit of inclusion and opportunity that ultimately reinforces the decision made to join the organization and sets the foundation for a long-standing employment relationship.

This is a journey from introduction to integration.

The Introduction Gap

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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.