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
