Picture this: You are applying for a job as a front desk clerk at a local hotel. The job was advertised in the newspaper or online. You view information about the job online and are then instructed to enter the property through the employee entrance, typically near an alley and the trash dumpster. You took time off work because the human resources department is only open on weekdays between 9AM and 5PM (and excluding 12:00 – 1:00).  Basically, all you see of the hotel is a dingy alley, a hallway inside the hotel, and part of the main kitchen before you enter a suite of blasé administrative offices.  You complete your application and wait for either an immediate screening interview or a call back.  You have just had your first glimpse of the hotel and a taste of what most new hires see when they apply for a job. Not too impressive, is it?

This is all part of the overall mindset of the lodging industry when it comes to hiring employees—particularly those at the entry level. Get people in quickly for these high turnover jobs, train them as fast as you can, and hope and pray that they will remain at your hotel for a decent amount of time before you have to start all over again filling that position. It is a costly cycle hoteliers have fallen into and can’t seem to get out of time and time again.

But, it doesn’t have to be that way. If we can alter the mindset of how we present ourselves to potential employees, how we train them, how we reward them, and what we do to retain them - we will save money and aggravation, improve guest satisfaction and improve employee satisfaction.

Here are some suggestions on how to hire the best employees and ultimately keep them at your hotel for the long-term:

Have your employee advertising match your property.  
Why is it we spend so much money telling our potential guests how we are different from our competition, and then we place ads in the paper saying “experience required” when seeking applications?  We spend big bucks on advertising professionals to make sure our image to the public is consistent with the nature and style of our properties. However, when it comes to writing a help wanted ad, we leave this very important job to an administrative assistant and not an advertising professional.

Also, our industry’s print, broadcast, and Internet advertising to the general public tend to be in line with the nature and style of our properties. For instance, roadside, economy motels advertise their clean rooms and good rates. Upscale resorts promote their beautiful pools, spas, and luxurious rooms. Chic urban properties market their uniqueness and overall guest experiences. Unfortunately, these wonderful, special features of our hotels are often not reflected in the advertisements we place seeking new employees. They tend to be a bit on the dry side.  

Consider matching the style and image the hotel uses when promoting to the public to the style and image you use when seeking job applicants.  Consider advertising vehicles outside of the usual suspects – what does your applicant pool read besides the help wanted ads?  Maybe they already have a job and you need to reach them through other channels.  

And, when we hire new employees, we should look beyond experience, and say this in our advertising. We say in our ads that “experience is required;” but shouldn’t we say that “an awesome attitude is required.” After all, you can teach an employee how to use a PMS in about a week or so, but you can’t teach that individual how to smile and be warm and friendly to guests.

Make the first impression count – online and in person.
When running online advertisements, it is worth having the technology in place to allow job candidates to fill out and submit applications online. This way, the applicant doesn’t have to take time out in person for this. In addition, the applicant should be able to schedule the in-person interview at that time as well.

Most new-hire orientations now tend to consist of the completion of paperwork and listening to what the employee handbook says –which offers the rules of the hotel and tells employees how they can be fired for cause. Not really the first best glimpse of a hotel.

How about this instead: Once a job application has been reviewed online and a potential hire meets certain criteria, have this individual instructed (through your website) to enter the hotel through the main entrance – instead of the dingy alley in the back of the hotel. Have a human resource professional meet this person in the lobby and give a quick tour before the actual interview– even if it is only 10 minutes or so. By doing this, you are sending a message that you care about your hotel and that your property is a friendly, comfortable place to work. We need to exude this attitude to our employees, just as we would to our guests. We need to sell a career to new employees, not just a job.

Go one step further, especially after you hire an employee. Have this person experience what your guest experiences. For instance, have him sample a meal directly from your hotel chef and stay overnight in one of your rooms. Have this person talk to other employees in the department he will be working in – a great move and rarely done. Allow that person to ask questions of other employees. The way you treat incoming employees reinforces everything that will happen to them once they start working for you. The better this first impression, the more likely they will go to work for you versus the competition.

Offer select rewards.  
Once you have hired someone to work at your hotel, regular performance reviews and raises are, of course, important. But, rewards need not only be straight cash and need not be too costly either.

Be creative. One of your best sources for new employees is your existing ones. Create a referral program that offers $500 to staff members who refer friends who remain at your property for a specified amount of time. Internally promote and thank these staffers in your newsletter or internal e-mails. Your employees will feel appreciated.

This employee referral incentive program, ultimately, is far less costly than recruiting the wrong people, having to constantly train new employees, and overall guest dissatisfaction because you don’t have the best people working at your property.

But, it’s more than just the money. Recognition is important to employees, and is a very effective way of thanking them for their hard work and efforts. Host a quarterly or twice-a-year luncheon to recognize the five or 10 staffers who referred the most individuals to your hotel.

Survey your employees and react accordingly.
Recognition, a great work environment that fosters respect and encourages career growth, and competitive pay are all crucial in retention of workers. In addition, take the time to really find out how happy your staffers are by providing an employee satisfaction survey once or twice a year.  In this survey, offer staffers a list of 10 extra low-cost benefits to choose from—rating their top five choices. Tailor the benefits to the demographics of your employees. For instance, younger employees who are civic-minded would appreciate two days off a year for the volunteer work of their choice.  Employees with young children would appreciate a gift certificate to a local amusement park at same cost as the two days off.  And, gift certificates for individual, less pricey spa treatments appeal to most age groups.

 In other words, if you decide that you hare going to offer a cafeteria of benefits, each worth about $200 and employees can choose, from days for charity to amusement park to spa treatments, you are probably appealing to employees of all ages and personalities. The more appreciated your employees feel, the more likely they will remain with your property.

These recommendations will assist you in attracting the best and brightest in our industry and more importantly, helping these new employees remain on staff with your hotel for years to come. Happy recruiting!