Win the competition for the best employees in hospitality too!

Get out of the rat race of recruitment!

Do you recognise this? The constant competition for talent? And not just within the industry, but especially with related industries. The hospitality tech industry is growing so fast that it is snatching away more and more of 'our' beloved colleagues. Not to mention other industries that seem much more attractive.... 

Conditions are tough when it comes to The War On Talent. The numbers don't look too rosy across the board. (Corona) debts have to be repaid en masse and fixed costs are skyrocketing! This makes it almost impossible to compete on salary and fringe benefits. Nor can you meet all the needs of our younger generations. Checking in guests or serving dinners just doesn't happen from your easy chair. 

If you reason from the above philosophy and then design your recruitment strategy accordingly, you will always attract people from scarcity (in money and time). A constant rat race ensues. It looks something like this: you want to convince job applicants and then, unfortunately, you compromise on the quality and work experience of those potential new colleagues. As a result, you end up attracting employees who don't help your company progress in the growth and quality you are aiming for. 

Subsequently, the employees do not comply, induction and training prove an almost impossible task and everyone's workload only increases! As a result, the employee throws in the towel and the recruitment rat race starts all over again. Don't forget the effect this has on the existing team. There is an increased workload, growing stress and frustration that this is where the blows are dealt. This creates a lot more unwanted staff turnover! 

When you consider that every recruitment process from job posting to onboarding costs at least €25,000, you might wonder if this is still the way to do it. It can be done differently. 

1) Map staff turnover against facts and engage with those leaving. On exit, give them full space to give feedback. Also be prepared to actually do something with that feedback! Based on each exit interview, make an action plan to improve your employability.

I also recommend having exit interviews conducted by a department head who is not the immediate supervisor or by an external consultant or confidential advisor. Make sure such a conversation takes place in a safe environment. You increase the chances of getting honest answers from the departing employee. 

2) Talk to your current employees and ask specifically about the expectations they have of you as an employer. Research what your employees need: what makes them stay or not. This way, you can adjust your offer to their expectations. 

However, a general employee satisfaction survey is not enough (especially if it is part of your KPIs: this only produces socially desirable answers)! My advice here is to really engage with your people and also stay in constant dialogue, even when things are difficult. 

3) Invest in leadership development* and make sure you use the maximum potential of the people who do work for you! There is often a lot of hidden talent, employees with ambition but sometimes without the (self)confidence to take more responsibility. The moment you empower them (including support and professional guidance), they are empowered to achieve much more than seemed possible! If you implement this consistently across all lines and teams, you will find that you need fewer staff than you thought. 

From my own experience, I know that many will now say that they would also like to do this. But, that there is no time for it. 

However, have the will to really do things differently with and for your employees. Don't keep mopping up with the tap. Start infusing some more humanity and connection into your organisation. Of course, all this certainly requires some guts and something of your own vulnerability and willingness to step out of your routine and comfort zone. But the results will reflect it.     

*everyone can be a leader, this has nothing to do with leadership roles