We are poised for a very exciting new year. Interest rates and inflation are moderating, leisure and group business are flourishing, and business transient travel is picking up, all contributing to a cautiously optimistic business climate. While it’s normal to want to focus on the future and upcoming opportunities, we cannot forget the hard work, dedication and resilience that our employees and colleagues have demonstrated over these past few years.
Despite many challenges, hospitality remains one of the most diverse and inclusive industries out there, with plenty of avenues for promotion and travel. However, our reputation still has yet to fully recover from the events of the pandemic. Luckily, we can adopt practices that convey the consistency, rewarding environment and opportunity inherent in our industry so that we can attract and retain the best of the best talent.
As I close the door on 2024 and aspire to thrive in 2025, I’m recommitting myself to creating a fantastic working environment, being a stronger leader and creating the type of hospitality environment that I would want to work in every day, regardless of my role in the industry. Here are some of the initiatives I’m looking to prioritize in the coming year.
Show appreciation spontaneously
Hospitality brands and organizations do an excellent job leading appreciation efforts through designated weeks of recognition, but these routine events are not enough. In my experience, the most effective appreciation events are spontaneous or unscheduled throughout the year.
Celebrating group milestones or accomplishments — such as when a large conference has a successful stay at the hotel — individual achievements — such as finishing an advanced degree or certification — or even a spontaneous “thank you for all you do” makes a big impact. One general manager that I worked with would randomly stand by the time clock at a shift change, even in the late evening, passing out hot chocolate and cookies. Small thank yous given more often with less fanfare can feel more sincere than a scheduled nationally celebrated appreciation event.
Pay fairly and reward results
It is critical that hoteliers stay on top of what the market is paying and reward employees for high performance and results. Financial performance should certainly be incentivized, but other factors such as leadership, company culture, contributions to a safe and clean hotel, and, of course, guest service should be considered.
Every position in the hotel is vital to the property’s overall success, but oftentimes only higher-compensated operations and sales leaders are eligible for bonuses. Look for ways to reward employees at all levels. And it doesn't have to only be monetary — even unofficial avenues such as sales performance incentive funds and contests work. This will ensure that top performers are rewarded, inspiring everyone to elevate their performance.
Listen more
Be purposeful in setting aside time to meet and talk with employees, especially the ones you do not interact with daily. Not only does this help in setting clear business objectives, it also plays a crucial role in retaining top talent because people know that their ideas are being heard.
I have personally found value in assembling a diverse group of hotel managers, including sales, administration and operations, into a leadership council. This council provides valuable insight into ways we can improve employee and guest service, foster collaboration, and drive improvements across the organization.
Commit to a peer mentorship program
Our organization spends a lot of time on training, but we noticed a need for a more formal ongoing career development after initial orientation. This is where peer mentoring can make an enormous difference.
When I think back on my career, some of my best mentors were close in age and had complementary or similar experiences. These mentors were patient, good listeners and had either extremely recent or ongoing experience in areas I was looking to develop.
At some places where I have previously worked, we had implemented an elevated salary for peer mentors during the initial training process and for ongoing mentoring, including a 90-day follow-up. By incentivizing peer trainers to stay involved, we create an environment that ensures both new hires and mentors are engaged and committed to the new team member’s success. This has reduced turnover and had a very positive impact on morale.
Ensure positive departures
Even the best working environments will see employees leaving for new opportunities. Understanding why good people leave is important and ensuring that the right person conducts an exit interview can provide valuable insights. Don’t default to HR doing the interview. Depending on the person leaving and their relationships, a peer trainer, another team member, a manager from a different department or any other neutral party can be tapped in.
Also, when good people leave for the right reasons, such as attending school, transitioning to a different industry or even going to another hotel or company for career advancement, how do we send them off? We celebrate their new opportunity and, when appropriate, publicly thank them for their contributions. This leaves the departing employee with a positive final impression and shows remaining employees that hard work is valued, respected and appreciated.
By recommitting to your employees’ well-being, you can strengthen your culture, improve your business and create a working environment primed for expansion. Fulfilled, happy employees are the best to work with, and urge you to consider how you can make the most of opportunities to do right by them in the new year so you too can thrive in '25.
Chris Russell is the CEO of Spire Hospitality. Prior to joining Spire in 2018, he was recruited by Archon Group, a subsidiary of Goldman Sachs, to start and leading its in-house hotel management company, Archon Hospitality. Following the sale of the business in 2011, the Goldman Sachs hotel management division was rebranded as Pillar Hotels & Resorts, with Russell remaining president and CEO. In that role, he successfully managed over $2 billion in assets, a portfolio of 260 hotels in 45 states, and over 8,000 employees. He and his partners went on to sell the brand to Aimbridge Hospitality in 2016.
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