Travel organisations reveal the strategies they have undertaken this year to retain their best employees and keep them at the top of their game

Simon MCGrath
COO Pacific,
AccorHotels

What’s the one big step you took this year in a bid to retain employees?
At AccorHotels Australia, we are proud to have a loyal workforce with 60 per cent of our employees having more than two years’ service. This is a reflection of the passion and commitment from our employees towards our guests. We recognise the talent challenges that come with a rapidly changing industry, and we have introduced several new programmes to support internal promotion and diversity.

This year, we have committed to achieving a greater gender diversity in senior leadership roles. We set an ambitious target to increase the number of women in executive positions from 27 per cent to 50 per cent by 2018, which is above our global target of 35 per cent.

What visible results did you see?
We have increased our female representation, with female general managers now up to 39 per cent. We have also identified 16 additional female leaders whom we are upskilling to progress them to a more senior or general manager role within the next 12 months.

Biggest learning point from it?
Diversity is at the very heart of our organisation; companies benefit greatly from having women in senior leadership roles and this is one of our top priorities.

On top of this, we will be employing up to 180 indigenous applicants this year (we’re aiming for 600 new Indigenous employees by 2018), and we also seek to attract additional mature workers who we highly value for their experience and communication skills. – Rebecca Elliot

Amanda Arlin
Director of Human Resources,
Panorama Group

What’s the one big step you took this year in a bid to retain employees?
We are aware that digitalisation (breaks down) boundaries, enabling people access to information at faster speeds than ever. To stay ahead and win the hearts of our customers, our strategy is to ‘humanise’ the brand, and make the brand and products relevant to them. Our challenge is aligning the people to this strategy.

We are now trying to think outside of the box where the human resource department is no longer just a support unit of the company but is expected to be a business partner too. As such, we have changed our policies and services to be relevant to our people.

For example, we customise compensations and benefits to fit employees’ needs, such as giving an option for health benefits or transportation solutions for certain levels. We apply value-centred recruitment, taking onboard those who show service attitude. We also learn to understand generation motives and behaviour.

The most important thing is leadership. Surveys have shown that when employees resign, they are not leaving the company but they leave the (management). We have in place the Panorama Leadership Excellence programme to help our managers to become Panorama leaders.

What visible results did you see?
This policy is (still) in progress, but we have seen excitement from within, shown by the numbers that keeps it on track.

Biggest learning point from it?
We cannot have the same policy for everyone. This is because we are humans, we are unique and we like to be treated as special individuals. To build trusting relationships, we need to connect and engage. – Mimi Hudoyo

Nichlas Maratos
Vice President of Sales, Asia-Pacific,
Starwood Hotels & Resorts

What’s the one big step you took this year in a bid to retain employees?
Starwood firmly believes that the rapid growth and global success of Starwood is anchored on our associates, and the company takes a multipronged approach towards retaining staff. This includes training, both on the job and e-trainings; incentive, especially with the sales teams; and career development.

Also introduced this year was Starwood Careers Month, an Asia Pacific-wide talent attraction exercise that focuses on both internal career development and external recruitment.

What visible results did you see?
Our annual internal survey, StarVoice, has shown that associate engagement scores has consistently improved year- on-year with Asia-Pacific achieving the highest rating of 91 per cent in 2014, which is testament to our successful human resource programmes and initiatives. We are confident that scores this year will be similar.

Biggest learning point from it?
As Starwood continues with our strong growth trajectory, especially across the Asia-Pacific, the need for retaining and attracting quality talent has become more evident. – Paige Lee Pei Qi

Chris Thomas
General manager, Talent and Innovation,
HK Express

What is the one big step you took this year in a bid to retain employees?
The airline shares the success with the staff immediately when we record positive earnings. For example, in addition to the already competitive base salary we offer, the bonuses of 2015 should be approximately two months of basic salary, which clearly motivates our staff to stay at HK Express.
We also built a brand-new, modern office space just next to the airport and we’ve replaced 80 per cent of our desktops and laptops in a move to upgrade systems and drive productivity across our back-office staff.

What visible results did you see?
Compared with 2014, the turnover rates in our two largest talent areas are significantly lowered. Our turnover in cabin crew is down 50 per cent, while cockpit turnover is also on track to be lower than 2014. Our office turnover remains low compared to the industry benchmark.
We’ve also enjoyed a big uptick in talent satisfaction as a result of the new office space and system upgrade. We encourage a shared dialogue with our people, listened to what they wanted most and delivered it.

Biggest learning point from it?
Our biggest learning point is the value derived from the unfiltered and anonymous staff feedback. We are pleased with both the high participation rate (85 per cent) and the staff survey result. By result, I don’t mean we scored top marks in all categories. Rather, the survey highlighted areas of concern and gave our team a clear focus on issues to fix. With a strong commitment to fixing those issues, we wish to build a more satisfied team, and are confident that with the system upgrade, we will have a more productive workforce. – Prudence Lui

Syed Razif Al Yahya
Group Managing Director,
Sutra Travel Management Group

What’s the one big step you took this year in a bid to retain employees?
We introduced numerous technology-driven initiatives and products to make work more efficient for all our employees. The Gen Y employees love technology and they love the changes we have introduced in the workplace.

What visible results did you see?
I noticed that young people, with or without experience, wanted to join the company because they saw a future with us. Most of the existing staff also easily adapted to the changes.

Biggest learning point from it?
You have to provide training and give people time to adapt to the changes. This is especially true for the older generation of experienced staff who are comfortable with doing things manually. However, a minority will resist change and only look out for their own interests. Such people will eventually choose to resign. – S Puvaneswary

Rattan Keswani
Deputy Managing Director,
The Lemon Tree Hotel Company

What’s the one big step you took this year in a bid to retain employees?
Firstly, we focused on learning and development interventions at four stages – initial, supervisory, executive and higher management roles. Depending on their tenure, employees are taken through the higher levels of learning, based on their inclination and potential. We also identified employees and offered them learning opportunities and personalised mentorship programmes to enable them to aspire and grow. Lastly, performance bonuses are given based on deliverables, special projects and cross training targets. This helps to create a robust pipeline for growth as well as a ‘steel spine’ of ‘must-retain’ employees.

What visible results did you see?
Not only have these multiple programmes and strategies paid off in terms of higher motivation levels within the company, but they have also curtailed attrition. Our efforts in grooming these leaders of the future is bearing fruit. This year, Lemon Tree Hotels has been adjudged the 30th Best Place to Work For in India and the second  Best Company in India for Unique Initiative/Programme.

Biggest learning point from it?
Employees desire an approximate two-year career progression. If we are able to project it for them and deliver our promise, retention gets proportionally managed. It’s important to identify talent, nurture it, grow it and retain it. – Rohit Kaul

Hiran Cooray
Chairman,
Jetwing Hotels

What’s the one big step you took this year in a bid to retain employees?
This year, the biggest investment we made to retain our best talent was to invest heavily on a programme called Learning and Development Activities. Throughout the year we designed and implemented development programmes aimed at a wide audience, ranging from general managers, executives, supervisors and trainees.
Signature programmes such as The Senior Managers Development Programme, Jetwing Lead, Everyday Leaders, Jetwing Ascension and Jetwing Achievers were implemented to enhance associates’ knowledge, skills, introduce them to new concepts and patterns of thinking.

What visible results did you see?
A change in the approach when performing and handling duties was a key point that was observed, while improved coordination and stronger working relationships within the group and among work teams was also observed.

Biggest learning point from it?
Focused and structured investment on learning and development activities helps strengthen the bond within our organisation, while enhancing innovation levels, improving capacity and yielding better performance from our associates. – Feizal Samath

Hideaki Furusawa
Manager of Global Sales Department,
Yokohama Bay Sheraton Hotel & Towers

What’s the one big step you took this year in a bid to retain employees?
We have regular performance reviews and team meetings, but we feel that feedback from the staff and having open communication channels are important. We insist that all our managers listen to their subordinates – regardless of whether their comments are positive or negative – and we think that this helps to increase understanding between everyone involved. Being able to communicate sounds like a simple thing to do, but it’s critically important.

What visible results did you see?
Turnover in the hospitality industry is a constant issue, but we think we are having some success in making people happy in their positions and keeping them longer. But looking into the future, I fear this could become a problem as we, like many hotels in Japan, are operating at 95 per cent capacity and that is putting more pressure on our staff.

Biggest learning point from it?
As well as keeping those channels of communication open, a competitive salary and guaranteed holidays are important to staff, particularly for the younger employees. I’ve heard of staff at Japanese companies who have never taken paid holidays, even after many years with a company. I don’t think such a company will be able to keep its best people if it treats them like that today. – Julian Ryall 

This article was first published in TTG Asia, December 11, 2015 issue, on page 24. To read more, please view our digital edition or click here to subscribe.

Additional reporting from Mimi Hudoyo, Paige Lee Pei Qi, Prudence Lui, S Puvaneswary, Rohit Kaul, Feizal Samath and Julian Ryall

Hatta Teo
Events revenue manager,
Shangri-La Hotel, Singapore

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
Having grown up in the information age, we’re always looking out for fresh new ideas, if not being already bombarded by them through social media. This rubs off on us and we’re inspired to seek and live out these things and hence, job security is no longer a priority but chances to have new experiences are.

Which travel idea caught your eye this year?
I love the outdoors and am an advocate for the preservation of the environment for the future generations to enjoy. Most companies market themselves as ‘eco-friendly’ but Sweden’s Kolarbyn Ecolodge takes this to a whole new level by providing guests with the opportunity to reconnect with nature. Imagine living in the forest and chopping your own wood, fetching your own water from the spring, picking wild blueberries and chanterelles, and having a meal by the open fire, topping the evening off with a moose and beaver safari! There’s a sense of achievement and appreciation that one gets when everything is done manually, especially in my generation where everything is instantly available. The best part? No electricity!

If you run your company, what one thing will you do to ensure millennials do not leave and stay motivated?
For starters, allowing them the freedom to pitch their ideas and explore new ways of doing things, with the mantra being that no idea is stupid.

Which friend in another workplace do you envy and why?
There are two of them actually; one works in YMCA as an expedition guide and the other as an outdoor writer. I don’t think they get a higher pay than I do but they both get paid to go outdoors, something which I truly desire. I guess money really isn’t everything.

In 10 years’ time… I’d be happy owning a rock climbing gym. – Raini Hamdi

Lim Hui-Juan
co-founder,
Quotient TravelPlanner

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
Our management team has a relatively traditional mindset in terms of work attitudes and values (work hard, work smart, integrity, respect for people, etc) but we have also experimented with many new ideas to motivate the team, create a warm and friendly environment as well as design benefits for our HR programmes that are inspired from our personal experiences and team feedback.

Which travel idea caught your eye this year?
The proliferation of alternative travel solutions such as Uber and Airbnb despite regulatory hurdles and protests globally. These companies dream of making cities more accessible (Uber) and providing unique accommodation for travellers (Airbnb), believe strongly in their vision and persist in growing their business.

If you run your company, what one thing will you do to ensure millennials do not leave and stay motivated?
One concept we have employed, which addresses the needs of not just the millennials but something all our staff appreciate, is a workplace that feels like home. They have the comforts of home in terms of F&B, relaxation areas and, most importantly, the confidence that they have the freedom to use these comforts.

Which friend in another workplace do you envy and why?
Is it odd that I do not envy any other workplace at the moment?

In 10 years’ time… I’ll still be involved in the travel industry, growing the recognition of the profession, developing sustainable programmes for tourism perhaps. – Paige Lee Pei Qi

Bronwyn Towers
Operations Executive,
Luxperience

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
At a million miles an hour (but I am working on that)! With so much technology giving us access to multiple people at the same time, you are driven to want to keep up with everything and everyone across multiple time zones. I love the fact I can be in touch with someone in New York at the same time as someone in outback Australia. I’m also driven to find the latest apps or developments that can connect me with the people I need to more efficiently.

Which travel idea caught your eye this year?
Luxe City Guides’ new concierge app, which was launched at Luxperience this year. The technology some of our exhibitors used on their stands really enhanced the show. The idea of switching off and really being present and immersed in an experience is my way to travel. Many products at Luxperience are unique and offer exclusive opportunities that allow you to experience where you are in the most authentic of ways – eating the food, being with the locals and taking in your surroundings.

If you run your company, what one thing will you do to ensure millennials do not leave and stay motivated?
Listen to them for feedback and new ideas. Give them dedicated projects to manage and use their imagination and empower them to make decisions.

Which friend in another workplace do you envy and why?
I don’t really envy anyone as I have a great job that is enviable – I love being able to have my hand in a lot of different pots, whether it be marketing, social media, travel planning, sales, service, technology and of course the high of running an event. But I would love to create a job that allows me to get out on my mountain bike more often and discover great places to eat off the beaten track.

In 10 years’ time… I’d be semi-retired and mentoring some up-and-coming Gen Zs and continuing to travel and experience new places (on my mountain bike). – Rebecca Elliot

Hans Tjandra
Chief Technology Officer,
MG Group

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
Millennials are not too different from Gen Xs in physical form, but we do think a little bit differently than previous generations. We are not afraid to try out new things, embrace technology and change in our daily lives. We relentlessly seek for information to make our lives better and easier. We are not too loyal to a brand or a company, but we are loyal to values that a brand or a company offers.

Which travel idea caught your eye this year?
One particular idea that took off further than my expectations this year is the last-minute booking platform. Asian hotels’ occupancy rates are generally below 90 per cent year-round and last-minute booking tools saw opportunity from it. It is not something new, but the middleman apparently have cracked the code to bring hoteliers and potential customers closer via smartphones. As expected, millennials are the main customers for such last-minute hotel booking apps.

If you run your company, what is the one thing you will do to ensure millennials do not leave and stay motivated?
We will deliver our value propositions and keep updating them with future technologies and requirements. Millennials do not put price as their first priority when buying a product or service; they prioritise value, simplicity and convenience. Therefore, customers’ point of contacts including including helpline, website and offline channels need to be more efficient and helpful than before. In simpler words: Keep your company relevant now and in the future.

Which friend in another workplace do you envy and why?
I do not envy any other workplace because each has its own merits and drawbacks. However, I do admire Whatsapp for their efficiency, very high level of focus and breakthrough. Whatsapp really keep its core value simple and keep on working deeper to deliver higher value through current and future technologies. I personally love challenges above pay, fun or prospects, because I believe there are always good opportunities everywhere we go.

In 10 years’ time… I am probably still pursuing what I am doing right now. I am now living my dream with a great company that allows me to grow as a person and as a professional. My other passion would be my restaurant business, which is also doing great at the moment. Hopefully in 10 years’ time, I can be recognised as an influencer in Asia’s travel industry, as well as a successful food entrepreneur. I am working towards those two goals.– Mimi Hudoyo

Noor Ismail
head of sales & marketing,
Asian Overland Services Tours & Travel

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
Haha! We Gen Ys have less traffic in our brains. The way we see things are simpler but not necessarily that we don’t think deeply about things. Personally, I would say that sometimes I act first, then think about consequences later.

Which travel idea caught your eye this year?
With more OTAs and B2C travel websites, it is interesting to know how we can leverage technology without jeopardising the main aspect of this business, i.e. servicing our guests. Unfortunately, some OTAs are very aggressive and offer services at super-low rates and I wonder if they can sustain that in the long run. Asian Overland Services, which I work for, will celebrate its 40th anniversary next year and I think one of the secret recipes for this achievement is staying relevant with new trends.

If you run your company, what is the one thing you will do to ensure millennials do not leave and stay motivated?
My focus will be on making the workplace environment conducive. We are spending so much time in the office, so the workplace has to be multifunctional, attractive, trendy and sophisticated. The office should give a good feel to the staff and to a certain extent, be a place that millennial employees can be proud of.

Which friend in another workplace do you envy and why?
My friends working in the oil and gas industry seem to be well remunerated and the working hours are quite fixed – at least that is how it seems to me.

In 10 years’ time… hopefully I will become more knowledgeable about the industry and have a senior position in the company that I work for. It is always good to know many aspects of the company, not only on the business perspective but others areas such as administration, human development and operations such as opening new branch offices and technology. – S Puvaneswary

Atul Prabhu
Founder & CEO,
RoomCentral

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
I believe I am instinctive. I follow my gut to take the right steps. When it comes to making decisions, I feel that sharing suggestions and ideas have to be encouraged to set the ball rolling at every stage but decision-making should be done swiftly and with accountability. Also, it is important that a leader take ownership and responsibility to provide a direction to the team.

Which travel idea caught your eye this year?
Definitely Airbnb because it helps travellers to directly connect and interact with the locals who can become hosts and offer home-like accommodation. It has provided a simple and efficient way for people to monetise their extra space and showcase it to the travellers at various price points. It is a really simple idea but it is executed so well that it is almost magical.

If you run your company, what is the one thing you will do to ensure millennials do not leave and stay motivated?
The most important aspect of keeping employees motivated and loyal is to make sure that you take care of your people the way you take care of yourself. A positive, healthy and friendly work environment that allows them to explore their potential and take responsibility and ownership as well is what we are creating at RoomCentral. Little things like food, music and happy hours go a long way in creating an environment that breeds loyalty and motivated employees.

Which friend in another workplace do you envy and why?
Google has a very unique work environment. They help employees build new products by providing all the resources needed, giving the freedom to explore while entrusting them with responsibility, making their employees accountable.

In 10 years’ time… Ten years is too long to predict. But in the next two to three years, I see myself expanding the portfolio of products under HOSTRA, the parent of RoomCentral and a technology company focused on delivering lightweight, flexible and data-driven solutions for the hospitality, transport and travel sectors. – Rohit Kaul

Lucinda Cowing
customer services,
Walk Japan

In the eyes of Gen X’ers, you’re from Mars. Tell us how your brain works.
I may not be a typical millennial as sometimes I don’t think my brain has evolved fast enough to process the sheer amount of information that I’m confronted with, not just in my job. I try very hard to be organised and I do rely very heavily on technology. Social media is important to me, but mostly on a personal level.

Which travel idea caught your eye this year?
Walk Japan runs snow-shoe hiking tours in some of the most remote and beautiful parts of Niigata and Nagano Prefectures. It can be hard work and take a bit of getting used to for first-timers, but (guests) learn quickly and they take frequent rests. It’s incredible that in some places the snow is five metres deep beneath your feet.

If you run your company, what is the one thing you will do to ensure millennials do not leave and stay motivated?
I’m in two minds on this issue. I think it’s important to have a culture of respect for people who have accumulated knowledge and experience in a company, but at the same time, creative and new ideas often come from subordinates. It’s harder in a large company to have those voices and ideas heard, which is a shame. I also think that young people need to be stimulated at a time of such rapid change.

Which friend in another workplace do you envy and why?
There are very few friends that I envy because I have a job where I can work from home and I live in a beautiful, rural part of Japan. If I had to choose someone it would be the friends that I went to music college with, where I studied the piano, and who have gone on to make a career for themselves in that area. That was my original plan.

In 10 years’ time… I don’t know. I’m generally creative and artistic and there are many aspects of Japanese art and design that need to be managed and promoted more internationally, so maybe I can get a full-time job in that area. – Julian Ryall

Jakub Lewandowski
PR & marketing professional at a luxury hotel in Hong Kong

In the eyes of Gen Xers, you are from Mars. Tell us, how does your brain work?
Our travel needs are no different from baby-boomer or Gen X travellers. However, when selecting destinations, hotels and restaurants, we are somewhat twisted by the factor of how Instagram-worthy those choices are and how instantly we’ll be able to share our experiences with our “friends and followers”. We also tend to care more about the environmental impact of our travels and personal well-being.
I tend to book at least one hotel per three-night stay at a given destination to compare between hotels. I travel with my own fruit as an emergency airplane snack, my own set of chopsticks, metal straw/stirrer, and portable water filter to be able to refuse complimentary water in a hotel.
Other than that, I guess our brains work exactly the same way yours does!

Which travel idea caught your eye this year?
My partner and I always choose to travel with a purpose of experience that relates to our personal passions, often with a combination of encountering a new culture or seeing for ourselves one that is about to dissipate in our lifetimes due to excessive travel and popularity.

If you run your company, what is the one thing you will do to ensure millennials do not leave and stay motivated?
I would make sure they get the satisfaction from a job well done, and that their career is not limiting them from being spontaneous about their travel choices! I’d make sure the working culture is rewarding for free-spirited and spontaneous decision-makers to stick around for as long as there’s mutual benefits from the work agreement.

Which friend in another workplace do you envy and why?
I’ve met a lot of interesting individuals on the job, from global celebrities to (professional bloggers) who often make their travel decisions (on the spur of the moment), and there are days when I envy them for just that.

In 10 years’ time… I’d be at one of the lesser known islands in South-east Asia, running a by-invitation only, zero-waste hotel/homestay, which caters to like-minded (travellers). Or, if that doesn’t work, skiing in Alaska. Really hard to tell… Millennials seem to be living on the spur of the moment, aren’t they? – Prudence Lui