Training, Recognition, and Care Create a Culture of Growth
By Cathleen Draper
Since the onset of the COVID-19 pandemic, hotels have faced an ongoing labor shortage that shows no signs of abating – despite predictions that the industry will add roughly 14,000 jobs this year.
In a survey conducted earlier this year by the American Hotel & Lodging Association and Hireology, 65 percent of hotels reported continued staffing shortages, especially in housekeeping and front desk roles.
“Finding good employees – reliable, punctual employees that actually want to learn and work and provide the customer service that this industry needs – that’s the biggest challenge,” said Priyank Patel, AAHOA Washington DC Area Regional Director.
To fill roles, Priyank relies on online job boards, such as Indeed and ZipRecruiter, and he posts job ads on bulletin boards in local establishments, such as grocery stores. But above all, he counts on word of mouth – asking fellow hoteliers who they might recommend for a role.
Hiring, though, is competitive. Expectations of workers – and their expectations for the workplace – have shifted since the pandemic, especially surrounding remote work. That’s according to Nina Patel, chief executive officer of Steel Hospitality, a Philadelphia-based management company she founded with her husband, Adam Patel.
To help ensure labor consistency and cut a competitive edge when hiring, Nina and her leadership team zero in on potential employees’ wants.
“We focus on flexibility with our associates,” Nina said, “asking them during the interview process, ‘what are your restrictions? When can and can’t you work?’”
But filling vacant roles is just the start. High turnover rates plague the hospitality industry, hovering between 70 and 80 percent every year. To maintain their operations, hoteliers must retain the employees they do have.
For Nina, who focuses on business growth and supporting staff, retention starts during the interview process, when she aims to understand a potential employee’s long-term goals, their aspirations, and what drives them.
“Our key goal is developing people early, understanding them, listening to them … we see their potential and where they also want to be in the future,” Nina said. “If someone has leadership potential right away, we will see it, or if they have these leadership goals, we will try to put them on that track.”
From there, each employee is put on a pathway – specific, hands-on training that aligns with their goals. Pathways include brand certification programs or cross-training with different departments in a hotel. If, for example, a front-desk associate has an interest in sales, they will train under the sales manager. Employees have clear expectations and goals, and there’s a chain of command, where every person knows who to go to for an answer.
The pathways are part of Steel’s culture of intentional development – a culture that’s intended to go beyond a team member’s distinct role.
“It’s not just a job title,” Nina said. “This is going to be a way of living. It’s a way of growing with us, and you’re growing not only professionally, but you’re going to grow personally, as well. I’ve seen them grow. I’ve seen them get married, create families, bring their kids to work sometimes when they have to.”
One such employee is Melissa Cooper, executive vice president at Steel, who joined the company 16 years ago as a front office supervisor. “I still remember the day I interviewed her,” Nina said. “I was like, ‘this girl is going to go so far.’ She was just so passionate about the industry.”
From there, Cooper rose through the ranks, from supervisor to sales manager to general manager. She was then promoted to dual area general manager. Today, she oversees the entirety of Steel’s management operations.
Another of Nina’s team members joined one of her properties in 2017 as a head housekeeper. She eventually became a front office supervisor and now is a general manager.
Cooper and other team members who have moved up at Nina’s company are part of a pattern. More than 20 of her employees – mostly women – have been promoted from within. Many of them credit the leadership team’s guidance for their growth.
Because beyond the pathways, Steel’s upper management team focuses on mentoring and coaching. Mentorship is proven to reduce turnover – employees who participate in mentorship programs are 49 percent less likely to leave a company according to a case study by Randstad.
Managers, including Nina, mentor with intention. They observe, talk to, and listen to team members, learning who they are, their strengths, and areas for development. Then they work with them, day by day, sometimes creating formal action plans, other times informally coaching in casual conversations.
Priyank also relies on mentorship to build lasting relationships with his employees and to help them grow. He leads by example from day one. The first time an employee takes on a task, Priyank is there, showing them the ropes. He still jumps in to help his housekeepers, often making beds or cleaning bathrooms when he makes the rounds.
At the front desk, Priyank observes associates as they serve guests. Then, when the next guest comes in, Priyank steps into the role of an associate, checking them in or answering their questions, He breaks the difference between the two interactions down with his associates afterwards.
“It’s easier said than done,” Priyank said. “If we show them, I think that makes a larger impact.”
In Hospitality, Everyone’s Family
Priyank purchased his first hotel, a Red Roof Inn, in 2018. When he did, he retained the property’s staff.
One of his front desk employees, Jeanne, joined the hotel when it first opened in 1988. Maria, who started working at the hotel 18 years ago as a front desk associate, used to do her homework there in the laundry room when her mother was a housekeeper. Today, she’s the front desk manager.
Priyank believes the reason they stuck around after the transition is because of how he treats them.
“If I want to retain them for a long time, then I think we need to create that relationship between employer and employee where they want to come to work every day,” Priyank said. “I treat my employees like my family, and that’s what drives them and motivates them to work.”
He and his wife, Rupal, both run the hotel and live on site. They list each employee’s birthday on their calendar and celebrate with cake. They get together in the office over lunch and talk. He opens conversations with one simple question: “How can I help you guys?”
“That’s what builds the family environment, and that’s why they like to come to work every day,” Priyank said.
Celebration is part of the culture at Steel Hospitality and its properties, too. Like Priyank, Nina recognizes employees’ birthdays. They host ice cream socials and barbecues at their properties and provide lunch for employees during busy weekends.
“We just like to always have something so our staff feels appreciated,” Nina said. “It’s a fun culture. We really have a good time together.”
Appreciation Matters
Recognizing and appreciating employees is key to cultivating a culture of growth and respect. Priyank offers an incentive program – if a review of the hotel includes an employee’s name, they receive a gift card or cash. Some of his long-term employees have earned the incentive so many times, he’s lost count.
Steel offers a bonus program, and they celebrate the employee of the month and the quarter. But appreciation can show up in simple ways. Nina recently visited one of her properties, and while chatting with the general manager, she casually congratulated him on his service scores.
“He literally took me aside and said, ‘thank you so much for that comment. We’ve been working so hard,’” Nina recalled.
Dedication to personal and emotional well-being creates longevity, too. When determining the weekly schedule at his hotel, Priyank asks his team members to choose their own days off, allowing them to prioritize what’s important to them outside of work, from doctor’s appointments to time spent with loved ones.
To prevent burnout, Steel’s leadership team developed processes to support managers when staff members quit or miss a shift.
It’s systems like these – ones which support, uplift, and develop staff – that build the trust and care that keeps employees coming back. And that, for Nina, is what it all boils down to.
“They could be doing a million other things,” she said. “There’s so many jobs out there, especially in hospitality. It’s hard work. But they choose to be here.”
Survey Says: Key Factors That Impact Long-Term Employee Retention
“We set up a care fund of $5,000. If someone has a hardship or is going through a hard time, we can provide up to $500 in grants to help. We treat each employee as a human being. We have lunch or breakfast on us once every two months. On hot days, we bring cold drinks for warehouse employees and drivers.”
– Vinit Shruva, Lifetime Member and CEO, DFW Motel Supply & Textiles
“The way we took care of them like a family. Go above and beyond, help them with their personal needs, and create loyalty and trust. Be open and honest. Be a part of the team, don’t boss them around, and make them feel and understand that they are part of the team.”
– Akshat Patel, Lifetime Member and CEO, SHRI Hotels
“The biggest factors contributing to our longest-tenured employees staying are their strong work ethic, eagerness to take on more responsibility, and consistent recognition through better pay and growth opportunities.”
– Sahill Bhakta, Regional Director, Profusion Hospitality
Mentorship Makes a Difference
Though convenience store owner Megh Patel no longer works at a hotel, the lessons he learned and mentorship he received from past employers made him the business owner he is today.
Earlier this summer, a drunk driver crashed through Patel’s storefront in Pulaski, TN. Patel was serving a customer at the register, and though the car narrowly missed him, it pinned the customer against the counter.
“What stood out most was Megh’s incredible presence of mind, his heartfelt concern for the injured customer, and the grace with which he handled the entire situation,” Greater Los Angeles Area Regional Director Naresh (ND) Bhakta said.
Patel once worked at the Barry Inn, now a Motel 6, in California under owners Kiran and Anil Patel. He was beloved by both staff and guests, Kiran said.
“I want to applaud both Kiran and Anil for helping shape Megh into the outstanding human being he is today,” Bhakta said. “Their mentorship clearly made a lasting impact. This moment is not just about one incident – it’s about the values we represent.”
Image: Vitalii Vodolazskyi/stock.adobe.com
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