In April 2010, we interviewed Karen Stewart, Human Resource Services Manager at the Regina Inn Hotel & Conference Centre, a full service hotel with three food and beverage outlets that employs more than 200 part- and full-time staff.  Karen generously took a few minutes out of her busy schedule to share her HR philosophy, as well as the successes and challenges the Transforming the Tourism Workforce project is having on participants at the hotel.

 

One of our values is focused on liveliness in the workplace.  We recognize that good work can be good fun too.  Another value is for the workforce to feel engaged and we provide a work experience that is positive and empowering to the associate.  We provide recognition and rewards for excelling in their roles and the opportunity to continue to grow and develop their skills.

 

 

It is a challenge to find staff who have the 'hospitality gene', those who truly have a passion for working in the hospitality industry and a sense of pride in delivering superior customer service to our guests.  We struggle to recruit staff that sees working in hospitality not only as a short-term job, but as a fulfilling and rewarding career choice.

 

 

I believe that it is a well-kept secret that hospitality is one of the few industries in which a young person with a strong work ethic and positive attitude has the opportunity to turn a job into a career.  There is the opportunity for the employer to recognize employee needs and the freedom of the employee to develop skills and move up the ladder very quickly.  It is a career choice that also allows almost limitless choices for mobility as well.  The skills learned can transfer easily across provinces and internationally.

 

I have worked with Hotel General Managers whose careers began as dishwashers and room attendants!  In what other industry does the CEO start their career as janitor and work their way up the ladder?  I think if we continue to spread the secret far and wide that a career in hospitality is not a dead end job, but that each position is integral to the successful functioning of the organization, we may begin to foster pride in holding these positions.

 

 

It is a struggle.  Most of our staff state emphatically in our employee engagement surveys that they want more training and development opportunities and our leadership team strongly supports this.  However, life gets in the way and staff will not show up for scheduled training sessions or our schedules are too busy to find time to fit the training sessions in.  Training requires a strong commitment from both employees and management and it can often require creative planning to make it happen.

 

 

Initially, yes.  It appears daunting to some, the thought of studying and writing the exams.  Once participants are in the project, however, they do realize that they already know most of the information.  They practice the skills daily in their positions.  The benefits of being trained and certified within their profession (and understanding that their job is a profession) do not appear to be well known or understood yet.  There is much opportunity to market the benefits of certification to employees in hospitality.

 

 

Periodically checking in with the participants to see where they are at and if they have any questions or want assistance.  Registering for the Facilitator Skills Development Workshop session, so that we as HR support can fully understand the program to better sell the idea to staff.  We offer a financial incentive to participants as well.  Once they have been certified as Journeypersons they will receive a $1/hour premium on their wages.

 

 

Their enthusiam is palpable.  They were truly jazzed and appreciative at being selected to participate in the program, and the training they are receiving is definately fine tuning their skills and their confidence in their role.

 

 

We haven't given this thought yet.  I don't feel we can truly measure their learning until they have completed the cycle of training.  Then I will sit with the participants and involve them in discussion on what our next steps will be.

 

 

I hope the impact at the end of this project is that we have improved the level of customer service offered by employees who have participated in this training opportunity, enabling them to be positive role models to others on our staff, which in turn would offer a return on investment by increasing revenue for our property.  I also hope this builds excitement and eagerness within other staff members to become certified in their profession in the hospitality industry, as their co-workers have, enjoying a sense of pride in their chosen career and the skills they have developed.

 

 

If we could, we would like to see each and every associate participating in this project!  We feel very honoured to be included in this project and feel strongly that it is a good foundation to begin building a strong hospitality program.  Perhaps an introduction CD (like the 'mini movie' created for the HOST Conference), which can be played at department meetings to educate leaders and associates on the benefits of participation.  I think it will easily sell itself as the 'go to' choice.