People Insights on Guest Satisfaction
Four Seasons Hotels & Resorts
Michael Peterman
Vice President Employer Branding & Insights
Four Seasons
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Undisputed leader of luxury hospitality
93 hotels and resorts, in 39 countries
40,000 employees, small corporate offices
Fortune’s Top 100 Best Places to Work® list
since it’s inception
• 50 year history
• One business strategy
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Highly Personalised Service
The people of Four Seasons create the most thoughtful experience of luxury in
the world through genuine care, individualized service, attention to detail and
ideas that make a difference, providing a sanctuary without worry for discerning
global citizens.
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The Golden
Rule (Culture)
“To treat others as
we would wish to
be treated
ourselves.”
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Four Seasons Consumer Facing
Marketing Campaign
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2015 - 2000
Highly Engaged Employees. Now what?
• Top 2% of companies with most highly
engaged companies
• How do we understand how employee
attitudes and situations we create for them
translate to business results.
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Engaged employees are more likely to stay with Four Seasons
I would recommend
Four Seasons as a
great place to work.
I rarely think about
looking for a new
job with another
company.
I am satisfied that
my compensation is
competitive.
-.271
As a guest, I would be
extremely satisfied with
the quality of the
products and services I
receive.
-.228
- 131
Voluntary
Turnover
*
-.152
- 154
- 197
I would
recommend this
hotel as a great
place to stay.
- 187
- 160
Overall, I am
satisfied with Four
Seasons as a great
place to work.
I am proud to work
for Four Seasons.
I am able to manage my
work responsibilities in a
way that allows me to
maintain a healthy
balance between work
and home.
*Negative Correlations contribute to less turnover
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.XXX correlation
Engagement
index component
Guest advocacy
item
Turnover rate in most/least
engaged hotels (%)
On average, top decile
hotels voluntary turnover is
6.2 points lower than
bottom decile hotels (a 36%
difference)
Engaged employees manage resources efficiently, driving profitability
I am proud to work
for Four Seasons.
I would recommend
Four Seasons as a
great place to work.
.249
.199
Gross
operating
profit (GOP)
GOP in most/least engaged
hotels (%)
On average, top decile hotels
GOP is 14.2 points higher than
bottom decile (a 68%
improvement)
The results of last
year's survey have
been
communicated to
my work group.
.242
.211
.238
I am satisfied that
my compensation is
competitive.
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Overall, I am
satisfied with Four
Seasons as a great
place to work.
.XXX correlation
Engagement
index component
Guest satisfaction ratings directly impacted by strong service culture and
engagement
I would
recommend
this hotel as a
great place to
stay.
Guest
problems are
dealt with
quickly.
As a guest, I
would be
extremely
satisfied with the
quality of the
products and
services I
receive.
Guest satisfaction in
most/least engaged hotels
(%)
On average, top decile hotels
guest satisfaction is 8.7 points
higher than bottom decile hotels
(a 13% improvement)
.487
Overall, I am
satisfied with
Four Seasons
as a great place
to work.
.262
.276
Guest
satisfaction
rating
(Medallia)
.455
.308
I am proud to
work for Four
Seasons.
.301
.287
.293
.XXX correlation
I believe Four
Seasons has an
outstanding
future.
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My hotel
consistently
delivers the Four
Seasons Core
and Service
Culture
standards.
I would
recommend
Four Seasons
as a great place
to work.
Engagement
index component
Guest advocacy
item
Driver of
engagement
Performance
Enablement item
Profitability
Standards
Engagement
Guest
Drivers of customer satisfaction
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I would recommend this Hotel as a great place to stay.
0.581
As a Guest, I would be extremely satisfied with the
quality of the products and services I receive.
0.527
Guest problems are dealt with quickly.
0.445
We regularly use Guest feedback to improve our
processes.
0.384
This Hotel's efforts in innovation have made an
improvement in the overall Guest experience.
0.377
Employee
Engagement
-.385
Voluntary
Turnover
LiveInSynch
0.390
I would recommend Four Seasons as a great place to work.
0.359
Guest Satisfaction
I am proud to work for Four Seasons.
0.302
Medallia
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GOP
Turnover
Overall, I am satisfied with Four Seasons as a great place to
work.
My Hotel consistently delivers the Four Seasons Core and
Service Culture standards.
.291
0.325
Financial Performance
.261
RevPAR
Main correlation for LQA Scores
LQA Overall Score 2014
LQA Emotional Intelligence
Score 2014
•Satisfaction with quality of
products/services (As a
Guest)
•Getting training to exceed
Guest expectations
•Consistently delivering
Core & Service Culture
standards
•Information to do job
effectively
•Communication of survey
results to group
•Communication of survey
results to group
•Link between one's work
and Four Season's vision
•Consistently delivering
Core & Service Culture
standards
•Great place to work Satisfaction
•Getting training to exceed
Guest expectations
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LQA Sales Score 2014
LQA Service Score 2014
•Satisfaction with quality of
products/services (As a
Guest)
•Recommend this hotel as
great place to stay
•Consistently delivering
Core & Service Culture
standards
•Getting training to exceed
Guest expectations
•Guest problems dealt with
quickly
•Feeling comfortable
speaking with HM
•Getting training to exceed
Guest expectations
•Feeling valued as
employee
•Consistently delivering
Core & Service Culture
standards
•Hardly think about leaving
•Using guest feedback to
improve processes
•Employee Engagement
Three Key Challenges
“We believe in the value of an
engaged and enabled employee,
but how can we leverage it and link
the findings to our current business
strategy?”
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“Our report is great but there is too
much data, how do we decrease
data and increase conciseness
while keeping the report
actionable?”
“We need a more current pulse of
the employee, can we have more
frequent assessments versus an
once a year event without survey
fatigue?”
Employee Voice Program - Continuous Listening
New Hire and Exit – ongoing measure of onboarding experience and drivers of turnover
J
Field
M
M
F
A
J
J
S
N
A
O
D
Quarterly Pulse – Golden Rule, Culture Standards, Open-ended question on Guest Experience
Q1
Q3
Q2
Q4
Yearly deep-dive - engagement and enablement
Q2
Partnership Index – Corporate/Field partnership
Q2
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Q4
Employee Voice Program - Continuous Listening
Quarterly Pulse – Communication, Leadership, Change Readiness
Q1
Q3
Corporate
Q2
Q4
Yearly deep-dive - engagement and enablement
Q2
Partnership Index – Internal Partnership and collaboration
Q2
MiniPulse – ad hoc, as needed (Intranet)
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Q4
Automating and simplifying workforce
analytics
Talent Insights
Employee Voice Data
How should we improve high
performer retention? Reduce
turnover in Hotels?
How can we improve LQA and
Medallia through workforce
drivers??
How should we safeguard
our leadership talent pool for
critical roles?
How should we mitigate
conduct risk??
What drives collaboration
between Field and
Corporate?
Business, Positional, Talent data
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Retention
Performance
Business Metrics
Workday
Compensation
Do change in GM impacts
profitability?
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Roadmap (high level)
PHASE I Foundation
PHASE II Transformation
PHASE III Evolution
(2015-2016)
(2016-2017)
(2017-2018)
Strategy &
Purpose
Socialize new
approach
Communicate
Center the program
on customer and cost
Communication
Keep as is
Develop
Continue regular
communication
Content
Test 1-2
Identify Core
Enablement
Process
Develop schedule for
planned and managed
surveys
Dynamic Org
Mapping
Review and Update
Reporting
Keep as is
Train Managers
Evolve reporting
format
Action Response
Keep as is
Pilot Community
action planning
Ensure that action
planning completion
status is captured
Analytics
Evaluate
Train super-users
Analyze Survey
Momentum
Keep as is
Roll-out follow-up
pulses on action
plans
Sustaining
Momentum: Keep as
is
Integration
Review
Implement
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All talent management activities
inform or are informed by the
survey data.
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Conclusion
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