Archive for May, 2009

The hotel business is one of the most cut throat and competitive businesses in the world. Usually the human resources manager has his or her hands full all the time because of employee complaints and a very high turnover rate. However, there are a few human resources management tips for hotels that can eliminate some of the problems that plague most hotel human resources managers. Since one of the biggest problems that a human resources manager in the hotel industry faces is the issue of employee retention, many of the tips address that issue.

The first tip revolves around choosing the right person for each job. Choosing the right person for each job can be one of the hardest tasks of the human resources manager. In many cases only people will low skill levels apply to many of the jobs offered in a hotel. It is the job of the human resources manager to make sure that the person chosen for the job will do it correctly and have staying power. This can be done through the interview process. With the right questions each applicant’s answers will reflect how they feel about the job.

One of the most important human resources management tips for hotels is to make sure that each employee enjoys working in the hotel and that they have all of the training and supplies that they need to complete their job effectively. One of the biggest complaints among hotel staff members is that they are required to do too many jobs that they do not have the training or tools to do it with. The human resources manager that takes the time and money to train employees and equip them properly will have a much higher retention rate.

Another part to the human resources management tips for hotels is to follow up on the jobs that the employees do. Providing performance reviews and incentive programs will go a long way into making the hotel experience better for both customers and employees. If the employee knows he or she will get a benefit from doing excellent work then they will be more likely to perform at a higher level.

Another great tip for the human resources manager is to have a lot of positive reinforcement. If they employees feel they are in a friendly environment, then they will produce better work. Everyone likes to be noticed when they do a good job so catching employees doing their jobs properly is an important part of being a human resources manager. This is also very important in the hotel business because customers can always tell the tone of the staff. If they see happy staff members the customers will be more likely to return to the hotel.

Another aspect to the human resources management tips for hotels is to implement a clear progression plan that employees can use to advance in rank and salary at the hotel. If employees feel they will be stuck in the same job and pay grade throughout their time at the hotel then they will move on to another hotel or business to increase their salaries and duties. If there is a clear advancement program in place at the hotel that they already work in then they will be more likely to stay at the place they already work.

Perhaps the most important thing for a human resources manager in the hotel business to do is to lead through example. If employees see the human resources department taking short cuts and doing poor work then the rest of the staff will reduce their quality of work as well. However, if they see the human resources department working hard and providing the best quality of service that they can then the employees will improve their work as well.

All of these human resources management tips for hotels will provide a basis to use as a springboard to increase the productivity in your hotel. Follow these tips and you will soon see an increase in the mood and service level of your hotel. The human resources position at any hotel is one of the most important jobs in the hotel, so it is very important that it is run professionally and well.

As a natural part of my empowerment consulting practice, I often find myself in discussions with my clients about their jobs and careers. Sometimes we talk about new jobs or job opportunities; sometimes we talk about promotions; sometimes we talk about careers over the long-term.

These are all very different types of conversations. Most of my clients who are in corporations are mid-level to senior-level managers, who are competent and have already proven their value to the company. I also work with clients who are outside the corporate structure or are consultants to corporations, with whom career development conversations are different.

It is common for people to want to have a career development plan. Many think that those successful individuals who have preceded them in the corporation had a plan to get where they got. Some did, but quite honestly, it is easier for them to claim that they had a plan with the benefit of hindsight and success than to produce the plan they wrote years before.

There is a whole field of professionals who offer career development resources and consulting. I think their services can be extremely valuable, especially when moving from one company to another. I am more familiar with helping people to advance and develop careers within the same company, as an integral part of my consultations. And so, that is my focus in this article.

In these client conversations about career development within the same company, I usually fairly quickly replace the concept of a “career development plan” with a “career networking plan” or a “career development networking plan.”

I’ve been working with a client who has been kicking and screaming about the idea of networking. She has been doing excellent work and feels she should be promoted based on her work. In one way, she’s absolutely correct. However, at her level in the organization, not only are there fewer openings, but a group of disparate persons with their own agendas usually decides about promotions and job changes.

When multiple persons with all different needs are involved in such a decision, there must be agreement that she is the one to promote or accept or move. Such a scenario usually requires more than doing the requisite job skills well. In most cases, the “more” comes down to ongoing activities she must be engaged in: networking and building authentic relationships.

I want to be clear, when I speak about career development networking, I do not mean to start networking to get a job that is now in the interview stage; my view is that this narrow type of networking is more appropriately called “lobbying.” Instead, I am speaking about networking over the years — building relationships that are two-way, developing collaborative partnerships, feeling appreciation about interactions, expressing sincere congratulations when others are promoted, and engaging in conversations about a variety of topics.

When many individuals are all well-qualified for a job, something “more” must stand out in the final candidate. This “more” may be related to job accomplishments, but likely, the “more” is related to relationships — perhaps the one who is best known, or the one who is most liked, or the one who has consistently good interactions with others.

The candidate who is well-networked is likely to increase the chances that all the decision-makers will agree, “this is the one.” There might sometimes be a thrill about a hotly contested position, but all things considered, the best transitions take place when there’s general agreement to select the final candidate.

Career Development Networking — a Starting Plan

First of all, it’s important that you think of networking as two-way! This is essential. The word “networking” has become rather polluted by the way some persons are using this word. Use the word however you want, but please understand that here I am using it to mean an exchange. Be pragmatic, of course, but understand that you are only “networked” if a two-way connection is happening. This is absolutely essential to understand, if you want to make this an empowering practice.

In my empowerment consulting sessions, I’m often coaching clients about the best persons to network with, the subjects to speak about, and how to speak about the subjects. Those who are a little shy or reticent about speaking with someone at much higher levels sometimes just need this added encouragement to take the step to network.

Many successful people already understand the need to network within their company. They probably don’t need a plan. Some jobs require that individuals know, interact, and partner with others in the company, and so they are usually well-networked naturally. If the company is large, though, there are many persons outside the scope of the current job who are potentials for expanding a network.

Here is a simple approach to getting started. Make two lists of persons in your company. The first is a list of the persons you already know and like. The second is a list of the persons you believe can, at some time, help you in your career — you may already know them or not. It is o.k. to have the same person on both lists; in fact, this strategy depends on that!

The intersecting subset of those two lists is the starting place. In other words, start your networking plan with the persons you like, whom you think can help you in your career. You will have more success by starting where it is easiest. Keep your lists updated over time, so that this is an organic process.

The next step is to decide, person by person, how and how often to network. Again, start where it is easiest. If you have regular meetings with someone on your target list, sit near the person, or suggest that you have lunch afterward, or take an interesting article to give to the person. If you consider you are already actively networking with this person, you may not need to adjust any actions. Just be certain to keep the person on your radar screen.

For best results, keep a journal of your networking. In your journal or on your calendar, make a notation for yourself for your next contact. By all means, do not over-commit yourself to starting to build too many new relationships at the same time. As a relationship is in the stage where either you and the other person are at ease to “call anytime,” you have built a relationship, so continuing it is easier.

Networking is as simple as such examples as I’ve just given; a networking plan is also simple. It just requires some, ummmm, planning and paying attention.