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How First-Line Supervisors Drive Employee Engagement
By Sherri Merbach, Managing Director, C-Suite Analytics
Gallup tells us eye-popping differences between organizations that score in the top 25% for engagement versus those that score in the bottom 25%...specifically that the best ones produce 22% more profits and 21% more productivity. Most organizations see employee engagement as a score, as a marker to compare to other organizations to see if their own "engagement programs" work. Putting engagement into dollars drives home that scores on their own mean little, yet the dollars engagement drives are huge. Simply said, employee engagement is about every employee bringing their best, every day. So, how do first-line supervisors drive engagement?
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| TRENDING THIS WEEK |
How to Identify the Right Room Pricing Strategy
By Gino Engels, Co-Founder, OTA Insight
In order to best position your hotel in a competitive marketplace, it is essential to have an airtight revenue strategy so that room prices are priced right every time. While that sounds simple enough, it is important to remember that there are four key factors (events, timing, trends and competition) that need to be accounted for in order to accurately forecast demand and maximize revenue for a hotel. In this article, Gino Engels, CCO and co-founder at OTA Insight, discusses why these factors matter and how to extract exploitable data and insights from each.
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DAILY HEADLINES - Thursday Mar 21, 2019 |
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More from our online Library Archives... |
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Emotional Intelligence: Key Challenges of Hotel Recruiting, Retaining and Rewarding Talent
By Bernadette Scott, Senior Lecturer, Business Management, Glasgow School for Business & Society
Still worried about leadership potential and the quality and value of the talent in your pipelines? There is no escape from the challenges posed by on-going skills shortage and our attempts to maintain a credible talent focus as we navigate our way through the demands of an ever-changing HR landscape. Talent management is still a top agenda item for business leaders, as they flex approaches to try to secure and retain the talent needed to sustain operations and to ensure continued success. These efforts are considered necessary to counterbalance the impacts of constant change across societal, economic and demographic contexts.
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How the Hospitality Industry is Rethinking Development for its Next Generation of Leaders
By Michael Warech, Founder & Managing Director, Warech Associates, LLC
So where will we find the next generation of leaders in the hospitality industry? Like their counterparts in other business sectors, this question remains top-of-mind for those responsible for finding, managing, and developing the talent needed to ensure the vitality of their organizations. While, arguably, not as glamorous as a new guest amenity or as important as a cost-saving innovation, there is nothing more critical than talent to succeed in an increasingly competitive and challenging global business environment. Leveraging the best strategies and tactics related to talent management, succession planning, workforce planning, training and leadership development are, quite possibly, a company's most critical work.
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How to Achieve the Required Personal, Energy and Professional Vision (PEP) in Life and Work
By Beverly Crowell, Executive Vice President, Career Systems International
Just how energetic are you today? Enthusiastic about life and work? Feeling happy, satisfied and full of promise? Or, is the opposite true? A little lethargic, sluggish or lifeless? Careers and life are never static. They languish when we lose focus, lack plans, become bored and forget to live in the present. It happens when we lose PEP … and not just the feeling. And, when we lose PEP, our guests lose too. Guest satisfaction is directly tied to just how engaged we are in the hospitality industry. If we want to engage our guests, we have to engage the "hearts and minds" of everyone they encounter during a stay.
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May 2019: |
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Eco-Friendly Practices: Corporate Social Responsibility |
The hotel industry has
undertaken a long-term effort to build more responsible and socially conscious
businesses. What began with small efforts to reduce waste - such as paperless
checkouts and refillable soap dispensers - has evolved into an international
movement toward implementing sustainable development practices. In addition to
establishing themselves as good corporate citizens, adopting eco-friendly
practices is sound business for hotels. According to a recent report from
Deloitte, 95% of business travelers believe the hotel industry should be
undertaking “green” initiatives, and Millennials are twice as likely to support
brands with strong management of environmental and social issues. Given these
conclusions, hotels are continuing to innovate in the areas of environmental
sustainability. For example, one leading hotel chain has designed special
elevators that collect kinetic energy from the moving lift and in the process,
they have reduced their energy consumption by 50% over conventional elevators. Also, they
installed an advanced air conditioning system which employs a magnetic
mechanical system that makes them more energy efficient. Other hotels are
installing Intelligent Building Systems which monitor and control temperatures
in rooms, common areas and swimming pools, as well as ventilation and cold
water systems. Some hotels are installing Electric Vehicle charging stations,
planting rooftop gardens, implementing stringent recycling programs, and
insisting on the use of biodegradable materials. Another trend is the creation
of Green Teams within a hotel's operation that are tasked to implement
earth-friendly practices and manage budgets for green projects. Some hotels
have even gone so far as to curtail or eliminate room service, believing that
keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the
Hotel Business Review will document what some hotels are doing to integrate
sustainable practices into their operations and how they are benefiting from
them.
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Guest Service: A Culture of YES
