Yesterday we looked at why staff leave. Today we focus on positive reasons to stay
Recognition and reward
If the reason they give is more money look to see how your rates compare with the competition (bearing in mind for some roles your competitor for staff may be in totally different industries). But also look at what benefits your staff are getting that they may not be getting elsewhere and ensure people are aware of everything that makes up their package.
What about the less tangible aspects of their package. Recognise and reward performance and achievements. Celebrate and share successes; identify and utilise people strengths, training, delegating and giving them control and ownership where appropriate. Be sure to recognise all departments, including back of house staff, e.g. housekeeping is often the most undervalued department, but is commonly the most profitable aspect of a hotel.
Encourage and reward loyalty by conducting regular pay/benefits reviews. Think about incentives that are within reach of any member of staff who performs well. This might mean focusing on a different theme each month so that everyone has an opportunity to be recognised for their particular skills or strengths.
Career and prospects
If they’re moving for career progression, is this something that you could have given them but just didn’t make them aware of the opportunities? What can you do in future to ensure that all your team get the recognition and development they need for their career progression?
Grow from within where possible, and give people the opportunity for career progression as well is enhancing the skills to do their existing job. Think also about life skills; for example offering English lessons. And make use of the training grants available through the tourist organisations, colleges, and government-funded schemes.
You won’t be able to accommodate everyone’s aspirations particularly if you’re a small hotel, but having some kind of succession plan in place does give people something to work towards. However, be careful you don’t make promises that you are unable to keep.
Make training a part of day-to-day management, so it’s not seen as something that is additional or optional. This goes for both staff and supervisors/managers. Identify those who have an interest in developing their CV and are willing to take on training responsibilities as part of their own development.
They say that “people don’t leave their jobs, they leave their managers“. Can you really afford to let that happen? This is what the Leading for Peak Performance 29 Day Challenge is all about, and starts on 29th February. Find out more here.