Recruiting 2.0

In today’s world where offline means off the radar, a company’s Website becomes much more than a display for job openings. It must introduce the organization and its values, provide background on the vacant positions, describe the work environment and spotlight the specific benefits of working at the company (stimulating challenges, opportunities for advancement, compensation strategy, etc.). Furthermore, it must do so in a dynamic fashion, making use of multimedia like video, music, etc. The information must also be up‑to‑date and easily accessible, because speed is the order of the day when it comes to browsing, using and communicating.

Combined technologies move beyond your Website

A corporate Website is not the only way to create a Web presence. Recruiting 2.0 requires using a variety of strategies, such as the examples provided below:

• Post the jobs to be filled on various employment portals. These types of sites offer various tools, to both employers and job seekers, for posting jobs and résumés, doing searches (by skills, competencies, types of job, etc.), interacting and even matching up jobs with candidates. In addition, the Internet’s elimination of geographic limitations increases the potential pool of candidates.

  

• Enter the YouTube era. There are innovative sites that make the recruitment process more dynamic: www.youjob.com calls itself the first Recruiting 2.0 Website. It provides job seekers and companies alike with a showcase and the technology to create and display video résumés and recruiting videos, as well as a platform for interaction. Pre‑hiring interviews can be conducted via videoconferencing. When we consulted the site, the Accor Group was listed first in the Company section. With a simple click, one could view a video explaining the company’s profile, its values, the types of employees sought, reasons to work there, etc. (Take a peek at the site and you’ll see what we mean!)
• Use social networks to get the word out about vacant positions. Some companies have used Facebook to create groups, free of charge, so they can present themselves as dynamic workplaces and recruit employees. An employee can become a member, broaden his or her network of contacts and engage in recruiting on the employer’s behalf. Now that technology allows external modules called widgets, companies can link their services to the Facebook platform.
• Use technology to facilitate the recruiting process. Webcams, cell phones, videoconferences, chatting and other methods can speed up the pre‑interview process, eliminate the problems associated with distance and solve mobility issues.
• Surf the Web. Job seekers have created their own blogs to publicize themselves and develop their network of contacts.

Five companies even banded together to launch a recruiting drive in the virtual world of SecondLife. The most convincing avatars then pursued the traditional process in the real world.

Sephora, a major retailer of beauty products, is planning to launch an HR blog to advertise the company’s jobs: fifteen or so employees selected from around the world will go online to describe what they do all day.

Software programs can be used to manage (that is, tag, classify, order, etc.) an entire “pile” of electronic résumés.

Employers: monitoring your Web image

If TripAdvisor makes you shudder, you should know that employers can also be rated on the Web. Not surprisingly, just as there are sites to review doctors and teachers, there are now sites targeting companies, bosses and even internships and summer jobs.

To evaluate a company on www.jobvent.com, all one does is enter the company’s name, address and phone number, rate it from ‑5 to +5 on various criteria (salary, respect, benefits, job security, work environment, etc.) and then explain the ratings given. Result: the site lists the most appreciated companies (I love my job) and the most detested (I hate my job).

Using the Web to check up on potential employees!

As an employer, should you wish to find out more about interesting job applicants or even your current employees, you can find a wealth of information on the Internet because Web activity leaves a trail. In fact, all blogs, social networks (Facebook, FlickR, etc.) and discussion forums on the Web can reveal a lot about a Web user’s personality and cyber‑reputation. Employers can “happen” upon an employee’s indiscretions or even go as far as to register under a fake name to infiltrate social networks.

Discriminatory practices?

These new practices can obviously cause some controversy. While a paper résumé enables candidates to avoid disclosing certain things about themselves, a video résumé is much more revealing.

In addition, the growing popularity of exclusively using online forms for job applications has earned the UK hotel industry a warning from a London law firm. The industry may face charges of age‑based discrimination (with laws and statistics to support the claim), because the practice excludes people in certain age groups who do not know how to use a computer.

Don’t just be a top employer, be a top recruiter

These new tools not only facilitate the recruitment process, they also:

• Project a cutting‑edge, dynamic corporate image
• Help you be more competitive
• Speed up the recruiting process
• Suit the lifestyle of young people and attract people with various profiles
• Eliminate geographic boundaries and increase the pool of potential candidates

Everything moves very fast in cyberspace, so the number and variety of sites and tools will continue to multiply, evolve and change; it can be difficult to keep up. Welcome to Recruiting 2.0!

Sources:

- Ancelin, Brice. “Youjob se lance sur le marché du recrutement 2.0,” [www.focusrh.com], September 19, 2007.
- Chevrier, François‑G. “Contrôler son image sur le Web, comme employeur,” 7th annual HR day for the tourism industry, La gestion du changement pour réussir le virage techno en RH, held in Trois‑Rivières by the Conseil québécois des ressources humaines en tourisme, September 26, 2007.
- Hunt, Susan and Robert Landry. “Chapter 7 – The Importance of Employer Branding,” The Future of Work, Financial Sun Life, [www.sunlife.ca].
- May, Kevin. “We Need To Talk the Language of Social Networking Sites,” [travolution.blogspot.com], September 13, 2007.
- Montaigne, Caroline. “Séduire et recruter grâce à Internet,” [www.lesechos.fr], July 16, 2007.
- Rocha, Roberto. “Facebook Used To Recruit Employees,” Canada.com network, September 4, 2007.
- Ross, Jeff N. “Why Hospitality Employers Are Poor at Replying to Job Applications,” [www.hotel-online.com], September 28, 2007.
- Walton, Christopher. “Online Recruitment Only Can Lead to Age Discrimination,” [www.caterersearch.com], October 19, 2007.
- Zerbib, Corinne. “Voyage dans la blogosphère emploi,” Courrier Cadres, No. 1623, March 30, 2006, p. 40‑41.

Employment portals:

www.emploitourisme.ca
www.youjob.com
emploiquebec.net/francais/index.htm
www.guichetemplois.gc.ca
www.jobboom.com
francais.monster.ca
www.workopolis.com
carrieres.lesaffaires.com/RepereEmplois/fr/carrieres/accueil.asp
www.cvtheque.com
www.jobster.com
LEntreprise.com
www.careertours.com
www.i-resign.com

Company review sites:

www.jobvent.com
www.bossrater.com
www.stagescritics.com
www.ehss.org/sections/students/student_eval.htm

This trend is closely associated with another, dubbed “Work hard, play hard.” In fact, Benchmark notes that a bigger slice of meeting and convention budgets is being allocated to leisure and team building events. Though companies are still demanding more from their employees, they are also recognizing the need to balance this with fun activities like a round of golf, a spa visit, or even a cooking class. Microsoft, Westin, KLM, eBay and many other corporations are sending their employees to the kitchen.

A simple recipe for cooperation

Team building sessions can take a variety of forms, but they are often associated with physical activities, sometimes extreme in nature, that are not necessarily suitable for all employees. Golf, rafting, treasure hunts and role-playing are just some of the ways in which employees can accomplish something together outside the workplace. Unlike golf, which is appeals primarily to golfers, and rafting, which is too extreme for some people, cooking lessons are a simple, relatively inexpensive and highly accessible way to get people together. Furthermore, culinary activities focus more on cooperation than other, more competitive, activities do.

Delicious benefits

Like any organization, a cooking class follows a system: to succeed, participants must set deadlines, use limited resources, make decisions and cooperate. In the kitchen, individuals assigned different roles are put into groups to create a product, in this case, a meal. Participants share responsibilities and learn to appreciate the individual skills of each team member as they work towards a common goal: grilled lamb, sautéed mushrooms or a rich chocolate sauce!

Events can be customized to meet the goals and budget of each specific group. Another very popular option is to have the experience include an opportunity to work with a renowned chef.

Cooking is an enjoyable activity that everyone is capable of doing. In fact, one’s prowess in the kitchen is in no way related to one’s tasks in the workplace; roles are sometimes reversed, stereotypes fall by the wayside and a new group dynamic can emerge. Since the kitchen is a familiar environment and food is a universal language, people who cook together can become closer in a way that endures beyond the team building exercise itself.

The secret to success: Planning and consistency

• To be successful, a team building activity begins long before the session itself, which must be well planned. Ideally, a team of employees should be formed to organize the event.
• For maximum effect, the activity should be consistent with the company’s overall organization. In other words, its corporate culture, values and internal practices should underscore the team concept on an ongoing basis.
• Participation will be greater if the team building activity is organized around a business goal that all employees can contribute to.
• To take full advantage of the potential of team building, organizers must set real work goals, determine how the learning will be integrated into the workplace and decide what type of follow-up will be done, all before the activity even takes place. Doing so will lead to better planning.

A poorly planned team building activity can lead to negative consequences. This can happen if the event does not complement the company’s usual work environment. For example, if the company normally rewards individual efforts, an activity to build team spirit will likely have no impact and even strike employees as a waste of time. Similarly, if an event lacks follow-up or is not related to concrete, consistent actions in the workplace, it could well damage employee confidence, motivation and productivity.

Some examples

• CEO Chef is first and foremost a team building company. Following a short introduction and some safety tips, participants form teams and name a leader. Then the workshop leader presents the “culinary challenge.” Teams must prepare the food according to the instructions (which are often far from complete). The goal is team work, creativity and trusting others. After the cooking, the workshop leader leads a discussion about the lessons learned. CEO Chef comes to the convention or meeting site and brings all the equipment needed for the team building activity.
• Along the same lines, Recipe for Success has a very diverse menu: sushi, chili, chocolate, ice cream, and even ice sculptures! Other outfits are Hands on Gourmet and Parties that Cook.

Source: Hands On Gourmet

• Other companies like Gourmet Retreats in California and Tall Order in Vancouver specialize in a variety of culinary experiences, with team building being just one of their activities.
• The Bellagio Hotel in Las Vegas is currently building an enormous kitchen that will be used exclusively for classes and demonstrations as well as team building activities.
• The Institut du tourisme et d’hôtellerie du Québec (ITHQ) and the Académies Culinaire de Québec and de Montréal offer cooking classes to private groups and open their facilities to companies who wish to hold team building events.
• The Québec Resorts and Country Inns network offers culinary team building as one of the indoor activities available at its establishments.
• Montreal outfit La Cuisine de Lili Margot is a place where guests help make their own meal with the help of a chef. It is also available for team building activities.

Source: Tall Order

Take the plunge!

With its positive outcomes, accessibility and user-friendliness, culinary team building seems to be making a name for itself. Participants gain a better understanding of their team’s strengths and challenges, as well as insight into how to manage its dynamic. And, of course, the highlight is the delicious group meal that follows.

The phenomenon has even reached Quebec. However, while there are some exciting initiatives, it is not clear that the supply is ready to meet the demand of meeting and convention organizers. There is definitely room for an organization to develop such activities for conventioneers and business travellers in Quebec. Of course, though hotel owners cannot simply become group leaders of team building activities overnight, they can certainly open the doors of their kitchens and develop such events in partnership with specialized companies, organizational psychologists or other professionals.

Perhaps the idea should simmer for a while…

Sources:
- Healthfield, Susan M., “Keys to Team Building Success,” About.com: Human Resources.
- HotelOnline. “Benchmark Hospitality’s Top Meeting Trends for 2007,” March 6, 2007.
- Vallerand, Nathalie. “Drôle de team building!” Affaires Plus, December 2007.

Websites:
- www.recipeforsuccess.com
- www.handsongourmet.com
- www.partiesthatcook.com
- www.tallorder.ca/retreat-programs
- www.desmondgv.com/conference/team_cook
- www.academieculinaire.com
- www.reunionschampetres.com
- www.lilimargot.com

Self-promotion, third-party recognition and advertising

According to Adèle Girard, Executive Director of the CQRHT, though “employer of choice” may be a vague concept, the term itself is very popular. Some businesses resort to self-promotion and advertise themselves as such on their Websites, while others earn third-party recognition on a national, provincial, regional or industry-wide scale.

A business can obtain ISO certification or endeavour to make the list of “Canada’s Top 100 Employers” drawn up by Maclean’s magazine; they can attempt to meet the challenge of the Défi Meilleurs Employeurs organized by Affaires PLUS or enter the ranks of the “Top 50 Dream Employers” in Commerce magazine, a list based on a survey of university students; or they can try to obtain the title of “Employer of choice” from the Canadian Tourism Human Resource Council or as a Canadian small or medium-sized business.

The procedure differs from one program to the next: evaluation committee, anonymous employee survey, etc. Some organizations have received more than one form of recognition.

One such example is KPMG, a Canadian firm that provides professional services. Its Website features the employee benefits it offers and the recognition it has garnered as an employer of choice.

The tourism industry itself also has some programs to recognize such employers:

• Défi Meilleurs Employeurs
• “Employer of Choice” from the Canadian Tourism Human Resource Council (CTHRC)
• CTHRC Award for Excellence in Human Resources Development, TIAC National Awards
• Qualité Tourisme certification
• Emerit National Business Recognition

All of these awards have the same goal: attract and retain the best potential employees.
Some surveys have shown that the employees of businesses with official recognition are more motivated. They have good things to say about their employer, would like to remain with the organization and strive to excel.

It is not enough to call oneself an “Employer of choice”

Human resource management is an ongoing process: administrators must constantly update, change with the times and work to develop an employee-centred corporate culture.

In the same way that businesses work to attract customers, they must develop a brand image among potential employees and highlight the benefits of working for the company. Used thousands of times on the Internet, the term “employer of choice” is not enough. A business must be able to follow through on its promises because negative word-of-mouth travels quickly, thanks to the Web, and the effects can be devastating and hurt the company.

Wanted: Extraordinary employers

The following are examples of practices that can be used to attract workers and increase employee motivation and loyalty.

Christian Champagne, Executive Vice-President, Pacini and Commensal restaurant chain

Through various efforts, Pacini has succeeded in cutting its employee turnover rate from 150% in 2000 to 50% today.

With Mr. Champagne’s assistance, the president of the company personally met with employees from the various branches to hear and discuss their concerns, without the participation of any supervisors or managers. Then, they implemented an employee recognition program based on years of service, team spirit and achievements related to the company’s strategic goals.

Some other examples:

• Organized social activities enable employees to chat in a relaxed atmosphere
• Top employees are rewarded with winery tours and cooking lessons in Italy
• Employees who develop new recipes are given the title of maestro de cucina and a special mention in the menu
• Thanks to team work, average spending per guest has increased and helped raise kitchen worker salaries

Guy Granger, Assistant General Manager and Vice-President, Finance and Administration, SkiBromont.com

The administrative team of this four-season resort is passionate, dynamic and focussed on human resources. Employees are an integral part of Ski Bromont’s corporate culture and philosophy. The concept of customer service applies to both employees and customers, because internal clients (employees) are just as important as external clients.

When job applicants attend a meeting at the company, the relationship established with the employer is often much more influential than the salary offered because it gives potential employees an opportunity to size up the company.

All things being equal, the difference between two companies is in their employees!

The administration has created a dynamic, open workplace that emphasizes the importance of having fun at work. Throughout the chain of command (from top to bottom), consistency is key and managers work to set a good example.

• Transparency, clear communication of goals and encouragement to work together as a team – biannual meetings to present the company’s performance
• Consultation – meetings with employee to find out their needs and more clearly define job descriptions and tasks
• Productivity bonuses – employees receive 40% of the profits earned above the targeted goal, in accordance with specific criteria
• Importance of expertise – employees must leave having learned something
• Training, follow-up and coaching

Marie-Claude McDuff, Executive Director, Auberge de La Fontaine

The administration at Auberge de La Fontaine has adopted the Ministère du Tourisme’s Démarche Qualité program. This program offers clear, consistent procedures to help organize the management of human resources.

The mission is to ensure the well-being of both customers and employees, and the goal is satisfaction. Compensation is not the only thing that counts; other working conditions are important too. For this reason, the Auberge has implemented the following measures:

• Managers act as models for employees because the type of management is reflected in employee behaviour – transmit the passion
• Communication of assessment criteria
• Productivity bonus and pro rata bonus based on sales volume and hours worked
• Group insurance covered 50% by the employer
• Employee empowerment
• Flexible scheduling – 4 days a week
• Cross-training that enables employees to do more than one job – versatility and a break in routine
• Integration program for immigrant workers
• Hotel room exchange during the Christmas holidays – opportunity to compare
• Social activities: Happy Hour, BBQ, Christmas party – get to see managers and colleagues in a different light
• Massage room – relaxation

Like satisfied customers, contented employees are your best ambassadors. Be sure to use them!

Source:
- Girard, Adèle, Christian Champagne, Guy Granger and Marie-Claude McDuff. “Employeurs de choix,” 7th annual HR day of the Quebec Tourism Human Resource Council, La gestion du changement pour réussir le virage techno en RH, held in Trois-Rivières, September 26, 2007.

A very simple formula

High employee turnover = direct costs + indirect costs + decreased service quality… and the entire amount is subtracted directly from the company’s profits.

Facts and figures

According to the Canadian Tourism Human Resource Council (CTHRC), employee turnover is an ongoing problem in the tourism sector. During the last two census periods, the average labour turnover rate in Canada (all sectors combined) rose from 20.4 to 22.5%, while it grew from 31.9 to 38.2% in the tourism sector. In Quebec, the turnover rate is approximately 30% (for all job categories combined), or approximately 14% for managers, 17% for supervisors and 31% for employees. Obviously, the turnover rate varies depending on the sector of activity: data on the restaurant business can therefore differ significantly from data on the hotel industry or transportation sector. When it comes to the costs associated with staff turnover, the numbers can also differ, due to a variety of contributing factors: overall employment rate, sector of activity, company type and size, job complexity, and so on.

Determining the employee turnover rate

There is a simple formula for calculating the employee turnover rate:
(number of departing employees) / (total number of employees) X 100.
However, when there is a lot of movement, it is preferable to use the following mathematical formula:

To use this formula, one must first select a reference period. For example:
A company has 52 employees at the beginning of the reference period. Nine employees permanently leave the company of their own accord and another three are fired or laid off. At the end of the period, the company has 48 employees. The turnover rate is calculated as follows:
Number of departures: 12 employees
Number of employees at the beginning: 52
Number of employees at the end: 48

The turnover rate for the reference period is therefore 24%.

If the situation involves a large number of employees, more specific information may be obtained by using the formula to calculate the figures for each job category, department, age group, level of seniority, etc. Although a low turnover rate is initially a good thing, it is a bad sign if the top employees leave!

Seasonal fluctuation is not the only culprit!

If a business has a high turnover rate, often the finger is pointed at seasonal fluctuation. Employers explain it by saying they have to hire temporary staff, and that the economic and demographic situation encourages people to change jobs. As for employees, they are more likely to blame low salaries and a lack of career opportunities and social benefits. In fact, sometimes management practices are partially responsible for a company’s increased turnover rate.

In an economic climate where the labour shortage is already starting to be felt and where many sectors are going to have work hard to attract employees, it is in everyone’s interest to lower the turnover rate and retain qualified human resources.

A vicious circle of escalating costs

It is very important to know how to assess the direct and indirect costs associated with staff turnover as well as the psychological consequences. Companies must measure the direct costs associated with:

• conducting an exit interview, closing the employee’s file and paying any severance pay, if applicable
• recruiting a new employee (writing a job description and posting the position, reading résumés, holding selection interviews, etc.) – costs vary depending on the type of job and the availability of suitable recruits
• training and assimilating a new employee

It is easy to forget the indirect costs, yet these make up the largest share of the overall costs. According to a Cornell University study, lost productivity, though difficult to assess and quantify, accounts for over half of the total costs associated with staff turnover:

• lowered productivity from the employee before his or her departure
• low productivity from the new employee during the training period
• lowered productivity due to the time spent on the new arrival by the supervisor and colleagues (coaching, feedback, reorganizing tasks to improve work quality, etc.), in addition to the time that is not spent on existing personnel, which can adversely affect productivity and job stability

Another element that can be included is lost expertise when an experienced employee leaves and it proves difficult to recapture the same performance level.

The following indirect costs can also be added to the mix:

• payment of overtime hours and the need for temporary staff
• the departure’s effect on the consistency and quality of the services offered
• high employee turnover can harm the company’s reputation and influence the perceptions of potential employees, investors and customers
• in some cases, departures may even involve expertise being transferred to competing companies

The departure of a work colleague can cause harmful psychological effects, such as:

• a negative impact on the morale of remaining employees
• decreased level of motivation in the workplace
• increased absenteeism
• additional departures

In spite of the costs associated with the departure of an employee, there are some positive outcomes. For example, it is cause for celebration when an employee leaves if he/she failed to attain the desired performance level, had a negative attitude and hurt the team’s motivation or simply did not fit in with the company’s philosophy.

This one note of optimism notwithstanding, are you finally convinced that you must take action to reduce staff turnover? If you need any more convincing, try this online tool that calculates employee turnover costs (it includes a concrete example): http://www.uwex.edu/ces/cced/economies/turn.cfm
The total could surprise you!

We hate to leave you hanging, but you will have to wait for an upcoming article from the Tourism Intelligence Network of the ESG-UQAM Chair in Tourism (University of Quebec at Montréal) for some suggested solutions!

Sources:
- Quebec Tourism Human Resource Council (CQRHT). “Avez-vous un problème de taux de roulement?” 2005 series (tips for managers), Chronique no 1, [www.cqrht.qc.ca/CQRHTWeb/fr/public/gestionnaires/
contenu/documents/articles2005_1.pdf].
- Quebec Tourism Human Resource Council (CQRHT) and Emploi Québec. “Diagnostic d’ensemble des ressources humaines en tourisme (Horizon 2004-2009),” October 2004.
- Dubois, Didier. “Cessez d’attirer… fidélisez!” workshop/talk, 6th annual HR day for the tourism industry La main-d’oeuvre: de la gestion à la séduction, Quebec Tourism Human Resource Council (CQRHT), September 28, 2006, [www.journeerh.com/04_c_documents.html].
- Gravish, Joseph M. “Measure Twice. Fix Once – Permanently,” Hotel News Resource, February 19, 2007.
- Techno Compétences. “Comment calculer et interpréter le taux de roulement du personnel,” Comité sectoriel de main-d’oeuvre en technologies de l’information et des communications, [www.technocompetences.qc.ca/formation/calcul
_taux_roulement/html/pc/ie4/studentspace.htm].
- Tracey, Bruce J. and Timothy R. Hinkin. “The Costs of Employee Turnover: When the Devil Is in the Details,” The Center for Hospitality Research, Cornell University, December 2006.
- Pinkovitz, William H., Joseph Moskal and Gary Green. “How Much Does Your Employee Turnover Cost?” Center for Community and Economic Development, University of Wisconsin, [www.uwex.edu/ces/cced/economies/turn.cfm].

Understanding the markets

The tourism industry is evolving in a turbulent market.

• Terrorism, natural disasters, climate change, and epidemics are destabilizing the industry, and security plays an important role.

Canada is losing ground on internationally; it must structure and reposition its tourism product and regain its market share on the world stage.

• Canada has not been in the top ten world destinations since 2004 and its market share is dwindling.
• Over the past several years, we have observed a significant decline in American clientele (Canada’s primary market) and international competition is increasing.
• New destinations are emerging, and some of them are gaining status; several destinations are investing heavily in infrastructure development and marketing.

Travellers are becoming more knowledgeable.

• Socio-demographic changes are influencing travel behaviour and products.

New business models are taking hold.

• At the turn of the present century, low-cost carriers were on the fringes of the air sector, but now they are bringing regular carriers to their knees and carving out their share of the market.
• And of course, the Internet has completely revolutionized the quest for information as well as reservation and distribution methods.

The quality of the tourism experience

Travellers are very demanding customers.

• The standard tourist profile is educated, high income, experienced – and able to evaluate performance.
• Tourists want to take full advantage of, and enjoy, their downtime.
• They do not simply want to “see”; they want to participate
• They are looking for experiences, authenticity, and the unusual.
• And nowadays, welcoming this clientele requires additional knowledge, such as understanding their language and culture.

Niche products are developed concurrently with mass tourism.

• A highly competitive environment requires a constant search for new things and the need to stand out in order to satisfy a heterogeneous clientele.
• Products and services are becoming specialized – and fragmented – in a search for personalization.

The variety of products available is exploding.

• One-upmanship, excessiveness, originality, and the unusual are setting the pace for developing products.
• Types of lodging are no longer solely defined by stars and services offered. Now, you can pay according to how much you weigh, or you can sleep in a tree, hanging from a crane, or in a wine barrel. You can rent a house – or just a sofa – in a foreign destination.

The concept of experience goes far beyond the simple notion of service.

• The client experience depends on the quality of the human resources involved in delivering it, requiring not only know-how, but also personal skills: relational skills, communication skills, a willingness to serve, the ability to exceed client expectations, and the ability to work as part of a team and to understand customers’ needs.

Sustainable development is definitely on the agenda

• The integration of sustainable development concepts is becoming imperative, as much to safeguard the product as to prioritize local jobs and give human resources the importance they are due.
• A new perception of the role and responsibility of “the company in society” requires it to act as a responsible citizen.

Appreciation, promotion, and recruiting

Is it a myth, or is it a reality, that tourism occupations are not synonymous with employment stability?

• The precariousness of tourism jobs remains a problem: atypical hours, part-time positions, seasonal character, and low pay.
• Tourism seasons are slowly being extended.
• Jobs in the tourism sector are often considered to be transitional work leading to another job in another sector.
• A high employee turnover rate prevents the tourism sector from being competitive.

Labour shortages are predicted to be a problem throughout the tourism industry.

• Competition between the various sectors to attract workers will complicate tourism recruiting, and employers will have to “court” potential recruits.
• The aging population will result in massive departures due to retirement, resulting in a loss of industry expertise.
• Difficulties in recruiting qualified staff in outlying regions will increase, and the exodus of young people to major centres will further complicate the situation.
• Although considered to present a solution to the predicted labour shortage, people 55 and older are often confronted with persistent prejudices (high pay, less productive, lack of technological ability, resistant to change, etc.).
• The multi-ethnic population and people being reintegrated into the community (drop-outs, troubled youths, and people with physical or intellectual disabilities) will help enlarge the labour pool, but will require some adaptation.

New employment dynamics are taking hold.

• Harmonization of generation gaps makes it possible to reconcile different worker profiles and expectations, to use each person’s skills and avoid conflicts.
• An individual will hold several jobs throughout his or her professional life.
• Many retired people are re-entering the labour market – but they are looking for conditions adapted to their needs.

There is a lack of vision and of joint action between the various sectors, regions, and organizations.

• This lack of synergy complicates the development of permanent jobs that – for example – could be a combination of complementary summer/winter activities.

The need to support human resource management

Managers of SMEs (the majority in tourism) are caught up in the whirlwind of operations.

• Those in charge are always in reaction mode: under pressure from investors and lacking the time and tools to manage their company effectively.
• Only a few managers have mastered the hiring process (recruiting, selection).
• They tend to relegate employee integration, supervision, and support to a secondary position, even though these things are their raw material.

Skills development and manager and employee training

The complexity of changes to the company environment requires understanding and monitoring.

• Abundant and increasingly complex information, an understanding of structural changes and their impact on the industry, as well as advances in the workplace, make it hard to upgrade knowledge.
• Bridging the gap between academic training and the company’s needs requires additional employee training.
• The pace of technological development – including the Internet – means there are changing ways of doing things in all spheres of the industry.

- This text was prepared for le Conseil québécois des ressources humaines en tourisme to generate discussion during the development of its 2008-2011 strategic plan.

On September 28, 2006, the Quebec Tourism Human Resource Council (CQRHT)
held its sixth day-long conference on tourism human resources, entitled
“La main-d’oeuvre: de la gestion à la séduction” (From
Managing Employees to Attracting Them). Two speakers explained the
importance of motivating and encouraging loyalty among one’s employees,
particularly in light of today’s economic context: there is an expected
shortage of workers, competition for employees with other sectors is
increasing, staff turnover is costly for businesses and, within a few
years, those in the labour market should have their pick of jobs.

“What do you find attractive, motivating or loyalty-inspiring
about your/an employer?”

A panel of “happy” employees spoke about their work experiences in the
tourism industry (Orford Arts Centre, Publications LCR, Mer et Monde
Écotours, Station touristique Duchesnay, Trois-Rivières
Tourism and Convention Bureau, Cage aux sports, SkiBromont.com, Fairmont
Queen Elizabeth). Their responses to the above question included the
following points:

• A job that suits my interests
• An environment that enables me to grow and develop
• Stimulation, training and signs of trust help one become a better
  employee
• Someone who listens and gives me positive feedback about my work
• Trust and empowerment
• Sincerity
• Motivating, varied tasks and team work
• The atmosphere created by the office and the team; a flexible,
  open-minded manager
• Contact with members of the public; a chance to welcome them and have
  the satisfaction of teaching them something
• Feeling appreciated
• A sense of pride in representing the company

Consistency between the front office and back office is vital

How many managers throw all their efforts into satisfying their
customers, only to neglect their employees? Out in front, everything is
gleaming and luxurious while sometimes, behind the scenes, employees are
abandoned to cramped quarters.

Respect for one’s customers must grow out of respect for one’s employees
and managers must use a consistent approach with both. After all,
employees represent the company’s image and are stakeholders in the
success of the customer experience. Employees are not managed like
numbers, tasks, processes or machines. In fact, they often make the
difference that takes service to the next level. And they need to feel
their actions make a difference.

Not easy to be a manager in today’s world

The changing profile of the work force (a mixture of baby-boomers and
Generations X and Y) has altered the workplace. Managers must be well
acquainted with these different types of workers because different
generations do not seek, value or appreciate the same things.

Baby-boomers look to their supervisors for leadership, while members of
Generation Y would prefer that the boss play the role of coach or
consultant. Baby-boomers are comfortable with the traditional corporate
culture (company loyalty, respect for hierarchy, structured
communications, etc.). Gen X and Y workers, on the other hand, want
autonomy and a way to achieve personal goals, innovate and share ideas.
For the latter, supervision consists of a discussion or exchange among
equals rather than the traditional format of a boss giving orders.

Salaries may retain employees, but they do not develop loyalty

Long-time staff or loyal staff – is it just a question of semantics? Not
really, because retaining employees means keeping them in their jobs by
providing attractive working conditions and benefits (often monetary)
without necessarily influencing their work performance or job
satisfaction. When you develop employee loyalty, however, you provide job
satisfaction and make your employees want to stay with the organization.
Enhancing employability (see the table below) is the most powerful tool
available to managers to ensure loyal employees.

Salaries attract employees, salaries retain employees, but salaries do
not create loyal employees. Salaries may work in the short term, but it
takes more than money to motivate staff. In fact, employees ranked salary
fourth in the list of factors that encourage loyalty, after motivation,
challenges and goals, and training.

Motivation is part of “new management”

Motives are a collection of needs and aspirations that an individual
tries to fulfil, while motivation creates the necessary conditions for
the individual to satisfy these needs and aspirations. In fact, managers
motivate their employees to find the motives for doing a good job. And
how is this done? Motivation requires specific actions, words, techniques
and attitudes from managers.

There is no magic spell. Instead, there are any number of simple gestures
that one must take the time to do (see table). Too busy running things?
Why not delegate certain tasks and take the time to truly fulfil your
role as a manager. You can either take the time to listen to your staff
and ensure they are happy at work (and consequently more productive and
efficient) or, you could waste your time constantly having to engage in a
costly hiring process and manage the resulting loss in efficiency and
productivity. The choice seems pretty clear.

Even departures should be managed. When an employee leaves, follow a set
procedure:

• analyze staff turnover by breaking it down into several different
  factors (job categories, gender, age, seniority, etc.)
• identify reasons for departures
• act transparently in dealings with work team (explain reasons for
  departure)
• maintain ties with departing employee (organize farewell lunch, send
  company newsletter, invite to company events)

If employees are well supported when they leave, the company’s image will
be enhanced both in the eyes of the person leaving, and in the eyes of
those who stay.

Sources:

- Quebec Tourism Human Resource Council (CQRHT). “La main-d’oeuvre: de la
gestion à la séduction,” 6th day-long conference on tourism
human resources, September 28, 2006:

• Dubois, Didier. “Cessez d’attirer – fidélisez!”
  workshop-conference.
• Drolet, Muriel. “La mobilisation des personnes au travail. Le
  rôle du gestionnaire,” workshop-conference.
• Panel. “Qu’est-ce qui vous séduit chez votre/un employeur,
  vous mobilise, vous fidélise? Des employés heureux au
  travail nous parlent.”

Challenges abound

The tourism industry is facing a monumental challenge when it comes to human resources:

• The pool of available workers is shrinking. According to a study commissioned by the Canadian Tourism Human Resource Council, there were 1.67 million employees in Canada’s tourism sector in 2003 and, in the next decade, the industry could have problems filling over 300,000 new positions. 
• Staff turnover in the tourism industry is very high (around 30% in Quebec). 
• It is expensive to hire new employees. 
• Jobs in this sector are associated with instability and seasonal fluctuations. They are often considered transitional jobs to other careers. 
• Consumers are becoming increasingly demanding and expect employees in this sector to be knowledgeable about their products, accessible and easy to talk to, and capable of providing assistance.

Caught up in the demands of day to day operations, managers too often wait to hire staff at the last minute, relegating human resource management to a secondary level and failing to provide new employees with what they need to integrate successfully.

And yet, what can help a business reach its objectives, give it a competitive edge and ensure its development? “Happy employees, happy customers” is not simply a cliché; businesses must treat their employees the same way they would like them to treat customers, giving them the consideration they are due.

High staff turnover

Businesses need to examine their human resources from a financial standpoint. High staff turnover is a major financial drain. The time devoted to posting jobs, interviewing candidates, training new hires, etc., combined with lost productivity is very expensive. Managers end up working in reaction mode all the time, and waste precious time dealing with staffing problems instead of getting down to business and taking care of customers.

A recent study reports that the average turnover level in the US lodging industry is approximately 25% for management staff and around 50% for other types of jobs. In addition, the shrinking labour pool means the hiring process is becoming more and more expensive.

Businesses plagued with high turnover need to ask questions: Why do people quit? Are current employees satisfied with their working conditions? Managers who examine these issues are on the right track to solving their staffing problems. We are learning that the factors motivating people to change jobs are (1) a better salary, (2) more interesting working conditions and (3) opportunities for personal development. In a study published by Cornell University, most respondents said their primary motivator is ?the opportunity for personal and career growth and the chance to make a contribution to the organization.? Although there is no scientific way to define the ABCs of being a good employer, there are simple things one can do:

• Hire the right person for the right job. Carefully define the profile of your ideal candidate. Do not hire overqualified individuals who will take off at the first opportunity on the pretext that the company cannot provide the challenges they seek. Select people who share the company’s values and who will make a difference. Taking the time to find the right candidate is an investment in the company’s future. 
• Pay employees what they are worth. Minimum wages often produce minimum performance and attract workers of minimum talent and motivation. Although quality obviously costs more, it can make a difference. 
• Take some time. Take the time to welcome new employees: explain the company’s vision and goals, the role they are expected to play and how their work fits into the chain of operations. Take the time to help them integrate into the workplace and listen to what they have to say. 
• Recognize the value of the work. Motivate staff by highlighting the good things about their job: the enjoyment experienced by visitors, the employees’ direct contribution to a service or product sought by tourists, the opportunity to work with people and make a positive contribution to the quality of their stay. 
• Create a workplace where people want to work. Compensation is not the only thing that counts. The work atmosphere, job enrichment, advancement opportunities, training, the attention and respect commanded by employees, steady feedback, team spirit and the proper work tools are all elements that help retain employees. It is also important to know how to play to each worker’s strengths by assigning tasks that suit the worker’s profile and interests. 
• Develop a reputation as a desirable employer. Candidates assess companies just as managers assess job candidates. It is important to encourage interest in working at your company. To this end, travel company Thomas Cook has developed an employer brand using two slogans as the basis of a major recruitment campaign: “Great people make our world go round” and “You’ll Go Far.” Companies must ensure their employees are proud to work for them and proud of their service. Happy employees make excellent service and product ambassadors and have a positive impact on customer satisfaction.

High staff turnover does not help a company’s image and leaves it constantly scrambling to attract both customers and potential employees.

Sources:
- Canadian Tourism Human Resource Council. “Total Tourism Sector Employment in Canada,” March 2005.
- Dalby, Colin. “Developing an Employer Brand at Thomas Cook,” Strategic HR Review, Vol. 3, No. 5, July August 2004.
- Gardinier Emmanuel. “Staff Turnover, You Can Fight It,” Hospitality Trends [www.htrends.com], March 14, 2005.
- Hendrie, John. “The Grass Is Always Greener - Good Retention Strategies Can Break The Myth,” Hotel News Resource [hotelnewsresource.com], February 14, 2006.
- Hendrie, John R. “Darwin Was Right - A Good Employee Selection Process Will Make You The Fittest!” Hotel News Resource [hotelnewsresource.com], January 16, 2006.
- Myers, Linda. “Free Web based Management Tool Helps Hotels and Restaurants Weigh Employee Turnover Cost,” ChronicleOnline, Cornell University, July 19, 2005.
- PKF Consulting. “Fixing a Leak in the Hotel Profitability Pipeline - How to Manage the Costs of Employee Turnover,” Hospitality Trends [www.htrends.com], October 14, 2004.
- Taylor, Masako A. and Kate Walsh. “Retaining Management Talent: What Hospitality Professionals Want from Their Jobs,” Center Reports, Vol. 5, No.  1, Cornell University, January 2005.
 

With customer service now the cornerstone of a value-based, rather than cost-based, approach, managers of tourism-based businesses must successfully mobilize their staff to afford visitors a quality experience. Mobilizing staff can also help improve job satisfaction – and satisfied employees offer superior quality service!

Managers wishing to mobilize their employees can choose from various human resource management approaches: staff involvement, participatory management and employee empowerment are some of the most common. The Quebec tourism industry offers the following definitions – and concrete examples – of each approach:

Involvement: Rules, procedures and activities to help employees better understand the organization and its issues so they can support and contribute to the achievement of its goals.

An example of this management approach is the use of staff memos and meetings to communicate the company’s position, performance, challenges, specific objectives and action plans. By increasing employee awareness, management helps employees understand their role or function within the organization; this, in turn, helps create or strengthen their sense of usefulness and belonging.

Participation: Rules, procedures and activities used to offer employees opportunities to influence or take part in organizational decisions – at least those that affect them directly. Typical of this type of approach are staff committees, suggestion boxes, employee surveys, etc.

In Quebec, for example, the Novotel Montréal Centre has made this method part of its recruitment process. Regardless of the position to be filled, three staff levels are involved in hiring interviews:

• the head of the department involved: to verify the candidate’s technical skills
• the hotel manager: to verify the candidate’s attitude
• an employee occupying the same position (to verify the candidate’s attitude and skills)

To be hired, candidates must receive positive evaluations from all three interviewers. The goal is to ensure low staff turnover and it seems to be working: staff turnover at the Novotel Montréal Centre is only 19% compared to Montreal’s hotel industry average of 49%. Furthermore, employees have also developed a strong sense of company pride and allegiance.

Empowerment: Rules, procedures and activities used to give employees greater latitude by granting them discretionary power in their jobs so they can better achieve corporate goals. In terms of customer service, the concept of empowerment is most often employed to help resolve problems experienced by customers.

For example, at Parc Safari in Hemmingford, all employees – regardless of their position in the organization – have the power to offer guests (customers) who are dissatisfied with some aspect of their stay a free pass for a return visit to the park.

At the Hilton Lac-Leamy in Gatineau, the concept of “dream service” allows hotel employees to pamper guests with certain rewards (a free drink, for example) without having to obtain authorization from management. The approach has been so successful, it has been extended to the entire Lac-Leamy complex (hotel, casino, casino theatre and convention centre).

Satisfaction and loyalty

According to a recent study by Maritz Research, and contrary to what some in the hotel industry may believe, the pro-active approach of surpassing customer expectations is more effective at encouraging customer satisfaction and loyalty than the problem-solving approach. In fact, customers who enjoy a problem-free experience that exceeds their expectations are more likely to come back, or refer the company to a friend, than are customers who encounter a problem during their stay, even if the problem is solved more effectively than the customer expects.

Further, professors Anthony J. Zahorak and Roland T. Rust of Vanderbilt University in Nashville recently conducted a study on customer satisfaction showing that 25% to 40% of so-called “satisfied” consumers would still not return to a business where they had enjoyed an experience that was merely satisfactory.

This surprising piece of information illustrates that today’s businesses cannot survive if they simply aim for customer satisfaction. Certain well-informed and experienced market segments are curious and increasingly demanding, which means managers must now identify new ways to surprise and attract customers.

Shep Hyken, a professional speaker and author in the US, has an interesting suggestion for businesses: create “demanding customers.” By setting a high standard of service, a business helps create demanding consumers. If such customers decide to do business with a competitor, they will expect the same service quality they have become accustomed to; the higher the bar, the harder it is for consumers to find another business able to satisfy their needs and the more likely they are to remain loyal!

“It is the service we are NOT OBLIGED to give that people VALUE the most!”

- James C. Penny -

Sources:
- Conseil québécois des ressources humaines en tourisme and Tourisme Montréal. “Recherche et analyse de bonnes pratiques en ressources humaines – Destinations métropolitaines en Amérique du Nord,” April 2005.
- Hyken, Shep.” Building Customer Loyalty,” [www.hyken.com], no date.
- McGunnigle, Peter. ” Resource Guide to Employee Empowerment,” Hospitality, Leisure, Sport and Tourism Network [www.hlst.heacademy.ac.uk], no date.
- Orilio, William. “SERVICE – Boy, do customers know it!” e-hotelier [www.ehotelier.com], December 2, 2004.

While companies often pay attention to customer segmentation, product development and big marketing budgets, they too often ignore employees, despite the latter’s key role in creating a quality experience. At the 5th day-long conference on tourism human resources organized by the Quebec Tourism Human Resource Council (CQRHT), Julie Carignan (vice-president and partner at SPB Organizational Psychology) discussed the work-related values and needs of the various generations. At the same event, André Hétu, executive director of the Association Midi-Quarante, presented information to counter some common misconceptions about workers aged 40 and over.

Workplace realities

Just like the various sectors of the tourism industry, the work world as a whole is being rocked by change and must deal with certain realities:

• A need for inter-generational harmony: This applies to interpersonal relations and work methods as well as understanding the needs and values of the various generations.
• Mass retirements: The exodus of retiring boomers will sharply reduce the pool of knowledge and expertise.
• A labour shortage: According to the Institut de la statistique du Québec, as of 2011, the number of workers retiring is expected to exceed the number of workers available on the labour market.
• New work dynamic for workers aged 55 and over: These workers will ease into pre-retirement and retirement in a variety of ways.
• Integration of a multi-ethnic population: Canada is increasingly counting on immigrants to populate the country (both new arrivals and first-generation Canadians).
• Social re-integration: The active population includes large numbers of troubled youth, potential drop-outs, the unemployed, people on welfare and others.

Though generations follow one another, they are very different. It is true that generation gaps often lead to workplace conflict; some common examples are baby boomers criticizing the attitude of Generation Y co-workers or, conversely, a young person annoyed by the archaic methods used by an employer. Although job stability used to inspire respect, in the eyes of the young, it is seen as maintaining the status quo and perceived as a lack of energy. (Get rid of the dinosaurs!)

Although it is necessary to label people to better define and understand them, it is important to remember that human beings are much more complex than these labels would suggest. The following profiles merely list the most common traits of the various generations; the age ranges are approximate and younger workers (Generations X and Y) share many characteristics.

The Silent Generation (60 and over) – Loyalty and a sense of duty

• A generation marked by the second world war and limited options in life
• Hardworking with a clear sense of duty
• Submissive in the face of authority
• Hard work is its own reward
• Company loyalty
• Careful with money and good at saving
• Less familiar with information and communications technologies

Baby Boomers (ages 40 to 60) – Finding fulfilment through work

• “Peace and love” generation offered a wide variety of options in life
• Entered job market at a time of extraordinary opportunities
• Focused on family values (despite high incidence of divorce)
• Work-centred lifestyle and career-based social fulfilment
• Respect for authority and hierarchical organizations
• Sense of belonging to company; colleagues viewed like family

Generation X (ages 25 to 40) – Seeking challenges and learning opportunities

• Entered a tight job market, developed an egocentric, sarcastic attitude
• Work seen as key to personal fulfilment – open to change, seeking challenges, needing to learn, grow and experiment, salary is not the prime motivator
• Does not want to follow a job description, would rather be assigned responsibilities – wants to participate in making decisions and setting goals
• Critical of institutions and other generations – calls authority into question, seeing it as the central core of the organization rather than a hierarchical structure
• A rich source of entrepreneurs and artists because of its resistance to authority and desire to experiment and innovate
• Wants to work in a collegial, friendly environment
• Seeks immediate gratification
• Work-family balance – life is more than just work (flexible work schedules, opportunities for long leaves, etc.)
• Has grown up with multiculturalism, gender equality and ecology

Generation Y (ages 15 to 25) – Coaching and feedback

• Individualization and values focussed on material comforts, hyperconsumption and hypersexualization
• Open to the world
• Few role models, ill-defined notions of good and bad
• Balance between work, family and recreation
• Rebellious in the face of authority – does not understand a need for punctuality, traditional signs of courtesy, wearing appropriate attire, etc., respect for people who know how to become models
• Generation familiar with technology from birth
• Independent vis-à-vis employers – companies must have something to offer workers and not the inverse; it is necessary to dazzle such workers
• Full of ideas, self-sufficient and critical
• Seeks fun at work, wants quick results and a quick pace, stimulating jobs – dislikes routine
• Needs constant feedback
• Wants to climb the ladder quickly
• Needs coaching – seeks mentors rather than superiors, intends to advance alone and have someone to count on if it doesn’t work out
• Wants to work in a collegial environment or community; values teamwork

Workers 55 and over may be the solution to the anticipated labour shortage

Although workers aged 55 and over can be part of the solution to the impending labour shortage, they are often victims of prejudice. Many employers are biased against hiring them because of the following misconceptions:

• They require high salaries.
• It is not worth training them because they resist change, are incapable of mastering new technologies and are too old to learn.
• Productivity decreases with age and they are only thinking about retirement; they have high rates of absenteeism and work-related accidents.
• They do not like being teamed with or managed by people younger than they are.
• Various studies have debunked these myths about this age group of workers. It has been shown that:
• They are more likely than young people to stay with the same job.
• They recognize the need for retraining, although their ways of learning differ from those of young people.
• They are more productive because of their experience.
• They take a greater interest in product and service quality.

When motivated to remain in the work force, this age group is a good source of workers to offset the impending shortage of workers and expertise. However, work dynamics change at this age; many people want to redirect their careers or take advantage of a progressive retirement. Some want to “slow the pace” and seek more flexible, less strenuous working conditions (with regard to scheduling, stress levels and physical effort). With their wealth of experience, they would like to act as coaches for young people. In this context, it is important to clearly indicate an openness towards these types of workers and modify jobs to fit their needs.

“Inter-generational harmony” is a concept that should be part of all management approaches. The arrival of new generations is an opportunity for companies to embrace positive changes. It is important to be familiar with the profiles of the various age groups that work together, so as to draw out their individual strengths and take advantage of the synergy they can generate together.

Sources:
- Barcelo, Yan. “Boomers, X, Y! Peuvent-ils travailler en équipe?” Affaires plus, April 2005, p. 20, 22.
- Cousineau, Marie-Ève. “Dossier – Défi Meilleurs Employeurs 2005,” Affaires plus, October 2005, p. 32-56.
- Quebec Tourism Human Resource Council (CQRHT). “5^e Journée Ressources Humaines de l’industrie touristique,” conference held September 29, 2005, in Montreal.
- Quebec Tourism Human Resource Council (CQRHT). “Feature no. 1 – A Profile of Young People and What They Expect from a Company,” [http://www.cqrht.qc.ca/CQRHTWeb/fr/public/commun/
publications/contenu/documents/articles_2003.pdf] 2003.
- Quebec Tourism Human Resource Council (CQRHT). “Feature no. 3 – Finding a Solution to the Labour Shortage in the over 55 Age Group,” [http://www.cqrht.qc.ca/CQRHTWeb/fr/public/commun/
publications/contenu/documents/articles_2003.pdf] 2003.
- Quebec Tourism Human Resource Council (CQRHT). “Feature no. 4 – Finding a Solution to the Labour Shortage in the over 55 Age Group (continued),” [http://www.cqrht.qc.ca/CQRHTWeb/fr/public/commun/
publications/contenu/documents/articles_2003.pdf] 2003.
- Verret, Carol. “Generation Y: Motivating and Training a New Generation of Employees,” Hotel Online [www.hotel-online.com], November 2000.

Communicating the message is not enough

According to William Fitzgerald of Hotel and Motel Management magazine, a hotel’s performance – measured by revenue per available room (RevPAR) and average daily rate (ADR) – depends directly on its ability to make its front-line employees true brand ambassadors. However, few tourism-based businesses know how to engage all their workers in this internal branding effort, which is the ideal opportunity to provide a concrete example of the values associated with the brand.

Today’s consumers are extremely sceptical when it comes advertising. In 1987, the Yankelovich Monitor estimated that approximately 13% of Americans had any confidence in the ads they see or hear; by 2002, this percentage had dropped to a mere 7%. Although many businesses emphasize their brand in their advertising, very few of them, unfortunately, make the necessary effort to ensure that all employees work together to deliver on the brand promises customers come to expect.

Happy employees mean satisfied customers

Front-line employees are not the only ones who are key to making a visitor’s stay unforgettable. It is a group effort, from the desk clerk to the housekeeper. Of course, it is difficult to wring stellar service out of employees who dislike their work.

In the US, the situation is worrisome. A survey conducted by HR Magazine showed over 75% of US workers are either “totally turned off by their jobs” or “do just enough to get by”. It goes without saying that such attitudes are unacceptable in a service industry.

Performance evaluation measures

Some businesses set up performance evaluation mechanisms to verify whether their goals are being reached. Before defining quality standards, it is a good idea to consider the types of customer demands one must deal with (in other words, concrete examples of what a company promises its customers). For example, festival organizers could decide that a quality standard would be to respond to any information requests within five working hours, either by phone, fax or email.

The variety of customer demands must reflect the clientele’s actual expectations. For this reason, visitor surveys can be an effective strategy for accurately determining what customers want.

Delivering on the promise

Even if we properly train our employees, deliver motivational speeches and hire the best talent available, we cannot be certain the employees in place are acting as true brand ambassadors if we do not assess whether service quality standards are being observed.

One way to do so is to hire “mystery customers” to evaluate service delivery. Corrective measures can then be adopted, according to the observations gathered. This approach also has the advantage of enabling employers to set up a reward system for star employees. By instituting quantifiable, measurable performance goals, the employer can occasionally offer performance bonuses to employees who attain service quality targets. Another, more traditional, tool is to conduct regular customer satisfaction surveys.

Sources:
- Conseil québécois des ressources humaines en tourisme. “Enquête sur les pratiques de formation,” La pause RH, January 2004.
- Huigens, Bill. “Customer Service: Will somebody please define this?”, HVS International, August 25, 2004.
- Fitzgerald, William. “Successful hotels teach employees to be brand ambassadors,” Hotel and Motel Management, No. 219, June 21, 2004.
- Conseil québécois des ressources humaines en tourisme and Emploi Québec. “Diagnostic des ressources humaines en tourisme – Horizon 2004-2009,” October 2004.
- Pan, Crystal. “Human Element of Customer Service – Personal touch is the golden key,” Hotel News Resource, November 9, 2004.