Human Resources & People Management
 
Human Resources & People Management
07 DECEMBER 2018 7:30 AM

Hotel teams thrive when managers set clear expectations, provide opportunities for skill development and advancement, and show they care for employees, their families and communities.

Set expectations early
“(InterContinental Hotels Group) taught me that orientation right when an employee starts is vital and that the GM should be involved so the employee hears first-hand what your expectations are. I took this to heart and … took every group of new employees and gave them a one-day class, personally. I spend that day doing team-building with them … and I divide them into groups (that) create their own hotels and run several exercises, including putting each hotel on trial (in a scenario of) a terrible crisis. I put them in the shoes of our guests and teach them what I want them to know about service.”
--Shay Baranowski
GM, IHG Army Fort Benning

Nurture talent
“Our Pyramid Program gives (staff) the opportunity to be personally mentored and developed, equipping them with the skills and knowledge required to move into deputy GM roles. … We’re also keen to ensure the next generation of management is given the opportunity to thrive as early as possible. We’ve confirmed 18 candidates who will begin our two-year Management Foundation Degree in partnership with University College Birmingham in September. External candidates and promising internal stars can catapult themselves forward in their careers, earning as they learn.”
--Martin MacPhail
Director, Human Resources, RBH Management

Prioritize culture
“Practicing being our best … starts with a different approach to hiring, looking solely at attitude … (which is) what defines ‘nuesta cultura.’ It doesn’t just mean making a guest happy by going the extra mile. It’s the respectful way you speak to a supplier. It’s taking time to prepare and enjoy a meal with your colleagues before your shift. It’s building a school to provide better access to education for your team and community. It’s why every Thursday, 10 to 12 associates gather in my office for a couple hours so we can stay true to this spirit of making our culture the utmost priority.”
--Daniel Scott
Managing Director, Rosewood Mayakoba

Shape skills
“February saw the launch of Starboard Hotels’ new professional development initiative, SHAPE (Starboard Hotels Acceleration ProgrammE) … designed to give ambitious and talented employees from across our portfolio the opportunity to maximize their professional growth. SHAPE is a course comprised of several modules providing candidates with an enhanced knowledge of fundamental business disciplines, including project management and managing finance.”
--Ilka Salzmann
Marketing Manager, Starboard Hotels

Be a people-pleaser
“To encourage a spirit of volunteerism, each year we award associates the Ben Marcus Humanitarian Award (pictured above are recent recipients), which honors dedication of time and talent to not only serve our guests, but also the community. To reward those associates who exemplify our mission of creating lasting memories for our guests, we recognize them as people pleasers at a monthly luncheon. … We are committed to providing our associates with ‘family room’ areas where they can relax, reconnect with each other and enjoy a nutritious meal all while rejuvenating their bodies and spirit.”
--Steve Martin
VP of Human Resources, Marcus Hotels & Resorts

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