It is a business fact that having the loyalty of your employees makes for a better business environment all around, and this holds very true for the hospitality industry. It seems like a simple proposition, but the fact is that many employers in the foodservice and hospitality industry continue to lose money as they try to replace experienced workers by training new ones.
Hcareers set out to find out how successful businesses kept their employees in their jobs in order to save on costs of retraining and on the learning curve. Research shows that many employees will stay at their job even when there are prospects elsewhere for higher pay simply because they feel a large degree of loyalty to their employer. Perhaps not surprisingly, loyalty inspires employees to work even harder.
Long Term Investments Pay Off
"It's a bit of an incredible situation. There are help wanted signs everywhere, and at some places experienced workers can name their wage," says Ramihn Hayar. Hayar has been a concierge at the Executive Inn for 15 years, speaking about the major boom that hospitality is now experiencing.
"When I first came here, I was coming from a different hotel job. Fifteen years ago, in the midst of the mini-depression, my former employers would hold staff meetings once a month. Without fail, they would bring in a stack of resumes and point to them, telling us how easy we would be to replace. They did this even if there was no particular problem. It was part of the mindset."
This is no longer the case. Employers today find themselves with very little to pick from when they need a new staff member. We asked Hayar why it is that he is still in his current position, when there are so many opportunities available.
"Loyalty. When I left my previous job and came here, I was expecting more of the same. But the owners of this hotel never took advantage of the fact that it was an employer's market. Not once in the ten years I worked here and other jobs were difficult to find did they treat me with anything but respect, as a valuable asset. Now that the situation is reversed, I am glad to have the opportunity to pay that respect back."
No Quick Fix for Building Trust
At the crux of Hayar's thinking is the matter of trust established over a long term period. It is an issue with which Al Raine, owner of the Cahilty Lodge at Sun Peaks Resort, is quick to agree.
"The years of screaming and yelling at a person to get a job done are long past. We have always treated our employees with respect, and the payoff has been that we see much less turnover, even in times when there are so many jobs available."
Raine has a staff that has been with the Lodge for about five years on average. All of his employees speak of the owner in glowing terms.
"He makes a real effort to get to know us as individuals and to meet us halfway. When a situation arises where working is just not possible, such as a family emergency or sickness, he never asks questions and will just work around it," says Jennifer, who has been at the Lodge since it first went into business.
Know Your Employees
Kurt Gardner, CEO of the Gardner Group of Companies, a conglomeration of restaurants and pubs, reinforces the idea of establishing relationships with his employees on a personal level.
"I feel it is important to know individuals' names, and where they are coming from in terms of their personal lives. This is an area where I count on my managing staff. They are the bridge between me and the employees a lot of the time, so it is crucial that they maintain connections with our staff."
Darren Green has been a part of that network for many years, as both a kitchen and restaurant manager.
"You will find that if you are willing to go the extra mile for a member of the staff, they will go that extra mile for you. If someone really needs a shift off for whatever reason, and you give it to them, then you will be repaid almost every time. That person is now willing not only to stick with you in the job, but also to come in when you need some extra help. If you treat people well, they will return the favor."
The Benefits of Loyalty
As we found out during our hotel interviews and restaurant interviews, the loyalty of one's staff will pay dividends. Not only will money be saved in the long run in terms of having less staff to train and the more efficient job that an experienced staff provides, many employers and managers have found that leading by example is a great way to get the most out of your employees.
Sheri Furik works at Rick's Grill, a fine dining restaurant. She says that owner Mike Stanfeld is an inspiration to the whole staff.
"There will be days when he will come in early in the morning and work for the whole day; 13 to 16 hours. It's really kind of inspiring to see your boss work that hard." Furik points out that when the employer is right there working, it makes the employee want to work harder.
The equation seems clear. If employees trust their employers, they are mush more likely to be loyal. In exchange, this loyalty will lead to a willingness to go that extra mile for your business. Employers build up this trust over time through example, flexibility, and respect.