Cultural Adaptation Talent War Compensation & Benefit

Talent Acquisition / Recruitment Talent Retention

Talent Acquisition / Recruitment

Hospitality and Catering Talent

Realities :

 High education does not necessary stand for talent  Talent is hard to attract due to competition with other industries  Demand increases due to the rapid growth of the Hospitality & Catering industry in Asia  Loyalty is portable – Talent can move because money and spare time matters  Young talent aim for short term objectives

Most Productive Talent Sourcing Methods

 Employee referrals  Hire for attitude – Train for skills  Campus visits  Networking trough industry association  Hotel School Trainee and Graduates  Hotel / Group Promotion and Transfer

Hotel Internal Promotions Recruitment Methods and Sources Internal Sources Job Postings on notice board (Employee referrals) Group Transfers Create Talent Inventories for new employee (DW Potential, Trainee, Internship)

Recruitment Methods and Sources

External Labor Market School placement / Internship Trough related associations Job Fair International Executive Search Companies Walk-in applicants Traditional Media Local Employment Agencies Internet

Regional Challenges


• Local staff with qualification and education prefers to work overseas or on cruise ships • Few professional qualified hotel schools available


• Low business flow due to unstable political situation causes high fluctuation of labor demand • Cost managed situation due to low business flow • Salary budget limitation for the position / talent required • Lack of local skilled talent requires recruitment out of other provinces which result in higher labor costs


• Remuneration issue • Local staff with qualification and education prefers to work overseas or on cruise ships • No reputable hotel school available

Impact on Hotel Performance

Invest into the future

Company trained employees which can be instantly effective

Support structured succession planning

Stabilization of service standards

Improved guest satisfaction

Long term lower recruitment costs

Talent Retention Continues Struggle


  

Present landscape Retaining Gen X and Gen Y Retention Strategies and its Challenges

Current landscape

Financial Non Financial

Reasons they leave The job or workplace was not as expected The mismatch between job and person Too little coaching and feedback Too few growth and advancement opportunities Feeling devalued and unrecognized Stress from overwork and work-life imbalance Loss of trust and confidence in senior leaders

Current landscape

The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs and Act Before It’s Too Late,

by Leigh Branham, 2005

Current landscape

Why some works, some doesn’t?

Current landscape

An engage employee are those whose needs are met

Current landscape

By measuring how engaged our employees are to the company will allow us to view what matters most to the employees – Tailor Fit the Retention

Current landscape

Engagement for Retention Impact Investigate Implement

Current landscape

Q12: Gallup Employee Engagement Metric













I know what is expected of me at work I have the material and equipment to do my job right At work, I have the opportunity to do what I do best everyday In the last seven day, I have received recognition or praise for doing a good work My supervisor, or someone at work, seems to care about me as a person There is someone at work who encourages my development At work, my opinion seems to count The mission/ purpose of my company makes me feel my job is important My coworkers are committed to doing quality work I have a best friend at work In the last 6 months, someone has talked to me about my progress The last year, I have had opportunities at work to learn and grow.

Copyright 1998 Gallup, Inc.

Current landscape Every one of the twelve questions was linked to at least one of the four business outcomes : 1.




Productivity Profitability (Employee) Retention Customer Satisfaction

Five of the twelve questions revealed a link to staff retention :

1. Do I know what is expected of me at work ?

2. Do I have the materials and equipment I need to do my work right ?

3. Do I have the opportunity to do what I do best every day ?

4. Does my supervisor, or someone at work, seem to care about me as a person ?

5. At work, do my opinions seem to count ?

Retaining Gen X and Gen Y Understanding the different generation helps in Tailor fitting the Retention

Retaining Gen X and Gen Y

Generation X

born 1965 – 1981

• Value the freedom to set their own hours • Has an entrepreneurial attitude that focuses on diversity, challenge, responsibility and creative input. • They change jobs if there are no

opportunities for advancement.

• Prefer to work by themselves rather than in teams.

• Like continuous feedback.

• Can adapt quickly.

• They are motivated, hardworking and ambitious but value work and life balances.

A hands-off approach often works best when mentoring, supervising or working with this generation.

Generation Y

born 1980 - 1995

High expectation – Managers who are highly

committed in their expert development.

• multi-task • favor communications through e-mail and text messaging.

• Immediate feed-back and praise will inspire and motivate this generation.

• Strive to work more quickly and better than other workers.

• They desire shot-term goals with tight deadlines so they can build up their skills and responsibility.

Frequent meetings and reassurance will assist in keeping Generation Y keen and engaged.

Retaining Gen X and Gen Y

Generation X Generation Y • Ensure Growth • Provide Trust • Feedback • Lead by right Leadership • Career Growth • Feedback HR and Leaders are expected to: Understand the diversity of expectation Have the skills to effectively communicate crucial concerns Human Resources and leaders should become Agent of Change and stay up to date with today’s trends in business.

Retaining Gen X and Gen Y

Generation Z

born since 1996

• Came from wealthier parents with less siblings.

• They are more complicated and appear older that their age.

• They have highly developed multi-tasking skills and can move quickly from one task to another, putting more emphasis on speed than accuracy.

• They will have an advantage in the workforce because they will start work at a time when the last of the baby boomers will eventually leave.

They will be ideally suited to take up the high-tech occupations for which they are better accomplished than either the X and Y Generations.

Retention Strategies

Employee retention has as much to do with who you hire as what you do after he or she is hired

80% of turnover can be attributed to mistakes during the hiring process (Harvard Business Review)

Retention Strategies

Talent Retention Strategies Recruit the right person Create a healthy environment – with strong culture Share information and knowledge Trust and empower talent Recognize achievements Performance Feedback Career Path Progress

Retention Strategies

Talent Retention Strategies Recruit the right person Create a healthy environment – with strong culture Share information and knowledge Trust and empower talent Recognize achievements Performance Feedback Career Path Progress

Effective Leaders Create Employee Retention

Retention Strategies Survey Fact

39% of workers said their supervisor failed to keep promises 37% indicated their supervisor failed to give credit when due 31% said their supervisor gave them the "silent treatment" during the past year 27% report their supervisor employees or managers made negative comments about them to other 24% indicated their supervisor invaded their privacy 23% said their supervisor blamed other to cover up personal mistakes or minimize embarrassment Study conducted by FSU professor Wayne Hochwarter and two doctoral students - Paul Harvey and Jason Stoner

Retention Strategies

Leaders Agent of Change Coaches/ Mentors

No longer can leaders lead by fear Nobody’s afraid anymore

Coaches/ Mentors

Retention Strategies

Coaches/ Mentors Successful implementation of Retention Program Understands what fits – Tailor Fit the needs Trust = Engagement

Retention Strategies

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs.

But how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate Leader .

Thank You