Employee Engagement Part 2

As a follow up to my previous article, let's briefly refresh our memory regarding what we discussed concerning employee engagement: There are a variety of definitions for employee engagement, however one that I like sums it up well: "Being focused in what you do (thinking), feeling good about yourself in your role and the organisation (feeling), and acting in a way that demonstrates commitment to the organisational values and objectives (acting)."

A research project (CIPD Management Competencies for enhancing Employee Engagement) has clarified the key role that line managers play in employee engagement and identifies a framework of 11 management competencies that lead to enhanced engagement. These are as follows:

This framework clearly identifies the behaviours that hospitality line managers and team leaders need to practice to build and maintain an engaged workforce. Enterprises can use this competency framework to support managers by building them into leadership and management training programmes and other interventions, as well assessing them during selection. It can also be used as a follow up to climate surveys when engagement is marked low and management style has been indicated as the reason. It is clear however that there is no one solution to enhancing engagement, but rather a set of behaviours that can be used at the discretion of a manager or team leader depending on the situation and the people involved.

So, in addition to using this competency framework, what other steps should hospitality enterprises take and what systems should be in place?

Vision, Mission and Core Values

In consultation with all employees, a vision statement which captures the long-term direction of the enterprise and the service it will provide, should be developed. A mission statement capturing the broad goals to be achieved, clearly linked to the vision, should also be defined and documented, together with the core values of the organisation. For those enterprises that have already undertaken such an exercise, questions should be included in the employee survey to determine how well these have guided and informed all business activities and what actions will be taken to revisit them as necessary.

All of the above should be documented and widely circulated, included in induction and training programmes and reinforced at every opportunity by leadership and management teams to guide planning and decision making.

Goals and objectives arising from the business plan

The annual business goals and objectives arising from the enterprise's business plan should be articulated and widely communicated. This will ensure that all employees have a clear understanding of the goals which will help them to focus on what has to be achieved during the current year and their contribution.

Roles and responsibilities

Roles and responsibilities should be clarified for all employees including the senior management team through the development of job descriptions defining Key Result Areas (KRAs) and Standards of Performance (SOPs). The KRAs in the most senior manager's job description should cascade to his/her direct reports and subsequently to the senior management team's direct reports and so on, throughout the organisation.

It is essential that senior team members contribute to their own job description and that there is debate and discussion amongst the team to ensure that any areas of overlap/shortfall are addressed. In addition to clarifying roles and responsibilities, they should be current and relevant to guide and inform day-to-day activities and form the basis of regular performance management. These are not administrative documents to just be filed away.

One-to-one meetings to set short term targets and review performance of the team

In relation to the interpersonal style and integrity competency mentioned above, a schedule for regular one-to-one meetings should be established by the senior manager with direct reports to set targets, monitor performance, provide feedback and address any shortfalls. The overall objectives of this process are as follows:

• To set and review short term targets within the context of the overall annual objective setting and performance appraisal process.
• To enable managers and team leaders to work closely with each of their direct reports to monitor progress against target, identify and find solutions to any problems and provide guidance and support to the individual concerned.

Conduct regular team and departmental meetings
To ensure clear communication up and down the organization, regular team and departmental meetings should be conducted, which are minuted.

Depending on the nature of the hospitality enterprise, these could take the form of:

• Morning or other briefings attended by management and staff
• Regular senior management team meetings
• Regular departmental meetings
• One-to-one meetings (as described above)

Team/departmental leaders should hold their own meetings with their staff, which should have an agenda and also be minuted. Key matters arising from senior team meetings should be communicated at the departmental level. Similarly senior team members should report back any significant matters arising from the departmental meetings to the senior management team meetings.

Rewards and Recognition

Financial and non-financial rewards and recognition schemes provide opportunities to both improve motivation and enhance employee engagement. Bonus schemes linked to the achievement of specific performance targets or goals by teams or individuals are a useful way of increasing business as well as enhancing engagement. This especially true if such rewards are contingent on additional revenue targets having been met.

Recognition mechanisms should be designed to encourage sustained effort and acknowledge exceptional performance of individuals, teams, or contributions to ideas generation.

Performance Management and Evaluation

The mechanisms described above relating to the senior management team should be extended to the entire workforce. That will ensure everyone understands and is accountable for the achievement of goals and objectives, that job descriptions reflect Key Result Areas and Standards of Performance, regular one-to-one meetings are held to set short term targets, performance and address any shortfalls, and appropriate reward and recognition systems are used as a motivational tool.

Communication of business results and evaluation of medium term results should take place which provide a comprehensive assessment of all relevant aspects of performance (for example by department). Among other points this could include reviewing past performance to help improve current and future performance against the achievement of medium term targets and goals.

The one-to-one meetings should take place within the context of the overall performance appraisal system which should be reviewed to ensure that it is compatible with the systems being proposed. Coaching techniques should be developed and practiced by team leaders and managers to assist all personnel in reaching assigned targets and addressing areas of non achievement.

Successful employee engagement results from a sustained effort by the hospitality management team and is a combination of consistent implementation of identified management competencies, underpinned by the appropriate process infrastructure to support them.

Although it is regarded as a cliché, it is clear that it is the people aspects of the hospitality business and in particular employee engagement, that drive improved performance and higher guest/customer satisfaction. The challenge for hospitality enterprises is making sure that an appropriate internal culture exists and the structures are in place to provide managers and team leaders with the means to achieve the identified results.

Contributed by Larry Bowman

Hotel Solutions Partnership offers specialist hotel consultancy services to hotel owners, operators, brands, developers, lenders and investors around the World. Hotel Solutions Partnership is a hand-picked network of experts. Between us, we have expertise in more than 75 disciplines, covering all the elements involved in running a successful hotel or hospitality business in today's globally competitive and evolving environment. Click here to learn more.

Larry Bowman
Associate
+41 (26) 921 0273
The Hotel Solutions Partnership