Archive for the ‘Leadership’ Category

Are You a Top 12% HR Organization?

Friday, January 20th, 2012

HR Departments in the Top 12% know how to translate and integrate talent challenges to the overall business strategies of the business.

The other 88% of HR organizations? Still spend majority of their time on reactive activities and being bogged down.

Top HR organizations make a point of understanding the business challenges facing each Department. With the help of the management teams in each Department they structure onboarding and retention strategies, training, compensation, coaching and the motivational steps to keep the best employees.

Aberdeen Group ran a survey of 1300 business leaders. 6 of business leaders Top 10 challenges are work force related.

HR organizations at the top not only understand the business challenges of each Department, they also identify how to measure the ROI of all HR initiatives. Measurement drives the performance of any organization.

HR must continually be challenged, and challenge themselves to understand and measure the contributions from their efforts. When it comes to staffing, that means understanding the skill sets the organization is going to need going forward. Often those skills are different than exist now. Then HR needs to anticipate and recruit in advance.

The days of reactive HR Departments is rapidly ending. Reactive HR organizations will find their services sub-contracted out. Pro-active HR organizations that measure the impact of their performance on ROI will be in demand…and those HR people will finally start to get the respect and pay they deserve.

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Anticipate Guest Needs, Then Personalize

Monday, January 16th, 2012

Do you remember the last time your hotel anticipated a guest need? Which employee did the anticipating?

Does your blog feature the guest experience when a need was anticipated? Does your blog include guest comments, attributed to the specific guest? When the comments are negative do you identify how you have solved the issue for future guests?

Does your staff talk about ways guest and employee needs were anticipated every week? How much staff meeting time is spent talking about anticipating guest and employee needs?

Does your hotel track when guest needs have converted into additional revenue? How profitable those incremental revenues were?

Hotels that provide great guest service are more profitable. They also anticipate guest needs to minimize “surprises.”

Have a success you would like to share?

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Getting Personal with Your Communications

Friday, January 13th, 2012

We hear a lot about the importance of appealing to the personal interests of your audience when using Social Media. Isn’t it just as important in all aspects of communications…marketing materials, PR, job postings, internal bulletin boards, emails, etc?

All communications need to be narrowed to the exact audience you are trying to reach.

Big companies use ‘landing pages’ in social and electronic media to guide users to those sections that appeal most to the user.

Each of us need to do the same thing when we communicate. We are in the employment business. We see many companies writing very broad based ads when they have specific skill sets they need. Then they wonder why most of the candidates that apply are unqualified.

Identifying the right audience is critical. I talked to F&B Director at hotel that has outside entrance for their outlets. They have email lists of local customers that frequent each restaurant and lounge. Each week they go out with a very short email telling customers what is going on in the outlet they frequent most, with links to their blog about what’s happening in other outlets. Then they write something similar for their blog. Last they prepare a simple 8 1/2 x 11 flyer to distribute at the Front Desk when guests sign in for the weekend. That sheet describes what is happening in each outlet. Four different communications, but all with similar information so preparation is quick.

Results? Sales for 2011 in F&B outlets were up 40%.

What can you do today to better target your communications to make your job easier? (And ‘wow’ your boss?

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“Success Isn’t Permanent, and Failure Isn’t Fatal

Wednesday, October 26th, 2011

The above comes from Mike Ditka, legendary Chicago Bears football coach and current sports commentator.

“Do something” seems to be the cry of politicians, governments, the stock market, and everyone who is getting something for nothing from someone. Sometimes “doing something” is the wrong thing.

Recently I was forced to re-evaluate our business model. The good news is that those of us in business have ability to see the results of our actions quickly. (Sometimes a lot quicker than we like!)

Have you looked at your own business/job to evaluate:
- What areas of your success may be “running their course?”
- Which are on the rise?
- Which are getting in the way?
- What should we be doing that will contribute more?

Securemploy has had a wonderfully successful program for 23 years, Securemploy Pinpoint Ads. As we asked above questions it was apparent this program had “run it’s course.” Technology had passed it by. That evaluation was hard. It had been the second most successful revenue generator in the company.

We evaluated the last option next: What were we doing that was getting in the way of our success? We were doing a lot of things that I really believe in and liked. Whoops! Believing in things is fine, but it’s no excuse for continuing programs that are marginal contributors. We could, and did, revamp some of the programs to “salvage them” until we can replace them. Others needed to get dropped.

Identifying existing programs that are on the rise was easy when we got the marginal stuff out of the way. Getting rid of marginal revenue streams gave us the time to concentrate on projects “on the rise” without adding staff.

Last question, What should we be doing that will contribute more? is always the most fun. Opening to new vistas gets the creative juices going. It’s fun and wonderful way to give morale a shot in the arm. We limited that to two meetings. Yea, I was accused of being an “old fuddy duddy.” (I’m sure that was cleaned up since I was in the room.)

This step was far and away the hardest given how fast technology is changing. We looked at things we had never considered before.

We fell back on some suggestions we have offered management companies.

All of us in hospitality industry know that buying the assets that would benefit our businesses is very difficult. We have also found that obtaining profitable management contracts is still difficult. Most management companies are left looking internally to see what they do better than competitors. Then identify how to monetize those services.

The good news? Those services already exist. That means a high profit margin on any of those services we can market.

Securemploy applied that rationale internally. It has identified some programs that appear to have good profit margins, can run for several years, and can be modified/tweaked as technology continues to advance, hopefully without major capital expenditures.

Yes, it was hard to drop a program that 23 year successful program. Mike is right, “success isn’t permanent.” The goal is to avoid failure. It may not be fatal, but it’s sure not fun!

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Is HR Responsible for Employee Behavior?

Monday, August 1st, 2011

The News Corp scandal Robert Murdock is in raises an interesting question.

What department in a company is responsible for Employee Behavior? We can all agree with Mr. Murdock that Pres/CEO/COO can’t be expected to monitor behavior of 53,000 employees. But who is? The News Corp scandal cost the company billions in just 4 days.

The ultimate responsibility for behavior of employees ultimately needs to fall under some Department. HR seems logical choice.

In large companies, HR is responsible for developing standards defining employee behavior. HR by it’s nature is involved in many areas that relate to employee behavior.

Does HR’s responsibility stop with policies and procedures? Or is there more?

If there’s more, how should HR monitor employee behavior? What elements of behavior should be monitored?

Is your HR organization pro-active or re-active when it comes to monitoring employee behavior? Most companies conduct exit interviews, but that isn’t near enough. Training classes are good, but the outcomes of the training need to be monitored, including training classes on proper employee behavior.

We would like to hear from you. How is your company addressing the issue of employee behavior? What part of the organization does it fall under?

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Building Effective Recruiting Talent Communities

Tuesday, July 12th, 2011

Lots of followers is not an effective way to build a talent community on social media.

The goal of any recruiting strategy should be to build a reliable, repeatable source of hires. Lots of people, simply means lots of people. The key is the quality of people the talent community attracts and whether they are qualified for the jobs available.

Job boards have a very, very, low ratio of hires to people reading their ads. Most social sites for employment have even lower ratios.

How you engage your talent community determines whether it will be effective or not.

The most effective recruiting talent communities are small, communities built around the culture of your company and the skills needed for the jobs you typically need to fill. A talent community should not be designed to fill every position, only those positions that need to be filled frequently.

There are more effective recruiting techniques to use for the ‘once in a while job vacancies.’

Building effective recruiting talent communities requires you, or someone in your company, to consistently spend time cultivating the desired talent community. That means keeping your talent community apprised of happenings in your company. What coming needs are likely to be. Opportunities and challenges. Etc.

Talent Community Rule of Thumb

Spend as much time communicating with your talent community as you spend communicating with your best friend. That takes time. Concentrate that time on the jobs most frequently vacant. Develop information to attract highly skilled people to those jobs.

Lots of jobs available in lots of different positions.
What do you do when you are faced with major hiring challenges over an extended period of time? Build smaller talent communities within your overall community. This may be by Department, brand, or geographical areas. The smaller the talent community, the easier it is to communicate and engage people. It’s much easier to talk about specifics than broad generalities. Create opportunities for people within your community to interact with each other.

Key to Engagement
Offer something to keep people coming back. It can be prizes, games, recognition. People participate in social communities to get something they want or need. Simply offering a job now and then doesn’t keep people coming back.

It isn’t complicated!
Building a recruiting talent community is not difficult.

1. Identify the jobs you need to recruit for. Can they be addressed with one talent community, or do you need sub-communities?

2 Identify the skills and management style that ideally mesh with your company.

3. Identify where on the Internet the people you want to attract hang out. Is it Ladders? LinkedIn? If on Twitter or Facebook, where on those sites? Other sources? Talk to your employees in the jobs you need and ask them where they spend their professional time on social networks.

4. Communicate at least weekly to your talent community and to each sub-community. Distribute press releases. Announce promotions. Tell people about business marketing successes. Send a link to an article to benefit their career (and expand their skills to make them more desirable to your company. Etc.

The communication step shouldn’t take more than 15 minutes per sub-community per week. Engage your best employees to help.

Looking for a New Career Opportunity?

Seek out social talent communities that match your skills and interests. Actively participate in them. The better prospective employers understand your talents, the more interested they become. Communicate your successes. Offer suggestions.

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Economic Analysis: Weathering the Storm: Tom’s Take

Friday, April 23rd, 2010

Was just reading that 61% of US Government expenses are covered by the taxes the government collects. Other 39% has to be borrowed.

The Congressional Budget Office (CBO) has already forecast a 4.5% deficit to GDP for the next 10 years.

Meanwhile, the government continues to spend money we don’t have on programs that will never increase real tax revenues or the size of the taxpayer base. In the last 50 years the federal government has made no real attempt to solve the above deficit problems long term.

So what does it mean for hotel business as we look “down the road?”

One persons problem is another persons opportunity.

As the government gets bigger and bigger obviously there will be more business from governmental agencies. Equally important will be all the companies calling on various government agencies either to sell to, or get something from the government. Then there will be all the companies who call on the government who are just trying to get a piece of the action.

Historically, “insiders” have gained the most from swings in governmental spending. That’s why there are so many lobbyists trying to influence governmental agencies. Yes, they are trying to influence policy, but more important is having advanced information that can benefit them.

How do you become a government insider?

Knowledge is power.

Who in your community will benefit from the government taking a more active role in our economy? How much do you know about those entities? How can you learn more?

Even if your business is in a small town there are businesses and organizations that work closely with various business organizations. Be sure you know who they are and have a plan on how to increase your business from those organizations. They are going to have needs for hotel rooms, create group business, and have a need for recreational programs. They can benefit hotels that specialize in transient business or group business, and they can benefit resorts.

What’s the best way to tap into this buisness?

Use the Internet.

Create a social media campaign using email to reach out to organizations for each market segment you are interested in.

When thinking social media we immediately think of Twitter and Facebook. Instead, create your own social media network and let it expand based on people who are interested in what you are offering.

Have a monthly email that appeals to a highly targeted group of your customers. Ask them to subscribe and to share your emails with others they know who would be interested. By appealing to a highly specific group of customers it becomes very easy to write to them. It’s much easier to write for a narrow market. As soon as we try to write information that will appeal to a mass market we have to spend a long time carefully thinking about the market we are trying to appeal to.

This blog is written first for the hotel industry and secondly has some applications to the overall hospitality industry. Were I to write this for a much broader audience I would have to write much longer blog articles and use lot more examples, and I could not be as specific. I have a great deal of admiration for people who have the ability to cogently write for large mass audiences.

Break your marketing emails down to as small a market segment as you can. This will enable you to exchange information and feedback that is highly targeted to the needs of the specific segment. Your goal is to increase your business from that segment by 10% each year. Will you always hit the goal? Probably not, but having an aggressive revenue goal will keep your monthly emails highly targeted.

Share what’s working for your hotel. We are all peers, very, very few of us are really competitors.

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Economic Analysis: Plan Now to Profit from Coming Oil Shortage

Wednesday, April 21st, 2010

U.S. Military is warning that by 2010, surplus oil production could completely disappear. By 2015 the oil shortage could be 10 million barrels per day.

Obviously shortages of that nature would have severe impact on business for hotel/resort/conference center industries. It will even spill over to restaurants. China has hundreds of millions who will have economic capability to buy cars over the next few years. It is projected they could absorb any excess capacity. India’s consumption of oil is greatly increasing.

Whether the above time frames are exactly right, all businesses that plan on being around 2-5 years from now, need to evaluate how to expand their business if oil and gasoline shortages get severe.

There’s Opportunity Here!

Resorts that are close to cities stand to benefit from this. Resorts that are farther away have opportunity to develop business alliances with tour operators and mass transit providers. Developing that business will take time, so get started. At the very least you will be developing additional business.

Suburban hotels will benefit from those businesses and citizens that are close to them. But they too will need to develop some alternative means of transportation. Hotel shuttles will need to be expanded, or the hotels will need to tie in with mass transit providers. Mass transit providers will probably also get into the charter business to optimize fleet usage.

Hotels and restaurants will have more opportunities to work together.

We know the amount of oil is limited. We also know that alternative fuels can only meet a small percentage of the worlds demand. New technologies to solve energy problems are years away from mass commercial applications.

Progressive hotel owners, General Managers, and other executives are starting to evaluate where they are going to get their business several years from now. The population of the world will double in the next 50 years. Executives who will be most in demand are those who pay attention to trends and identify how those trends can benefit their business.

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Economic Analysis: Uncertainty Can Be Good News: Tom’s Take

Wednesday, April 21st, 2010

Robert Frost said, “In 3 words I can sum up everything I have learned about life. It goes on.”

Friday I was reading that crisis in Greece continues to worry investors. RE market seems to have turned the corner in the US. Next article said RE market remains weak. Meantime, volcanic eruption in Iceland has royally screwed up airline flights. To point UK has sent ships to pick up stranded citizens in the Baltic. Stock market rallied. Wait a minute, it dropped Friday on news of yet another scandal.

What the heck (alright I tamed that down) does all of this mean? How do we make it work for our businesses?

The more I read the less I know. If I don’t like one analysis I can read a little more and get the opposite analysis. Economics has always been more art than science. Yet, people, or at least the media seem to be dwelling on economic predictions more than ever.

“At first I was uncertain, now I’m not so sure.” Anonymous

Those of us in business need to be aware of what’s going on in the world. But then move forward without relying too much on what’s going on. Another quote I like, “There’s nothing wrong with looking back, just don’t stare.”

There are certain things we know.

The world knows that natural resources are depleting and the population is exploding. Likewise, each of us should know what is going on in each of the communities we do business in. Which businesses are growing and which are contracting. But do we?

I was recently talking to a VP Operations who has been asking their hotel management teams:

  • When was the last time the GM’s asked their teams, specifically, which local businesses were growing or poised for growth? When was the last time the sales team visited those businesses to learn what their needs were?
  • When was the last time they attended Chamber of Commerce Meeting? Met with the local CVB? Had lunch with their peers from other hotels? Attended a Rotary or Kiwanis meeting? Were involved in another civic activity?

This VP was worried that the teams were concentrating on today’s business to the exclusion of future business. The VP was right. The GM’s had not been asking the first question. Attending a staff meeting it was quickly apparent Department heads were not getting into the community to learn what was coming. Most of the Department heads belonged to one or more organizations, but they rarely attended meetings.

Action Plan

Hotels had their sales teams calling on known accounts and local businesses. Department heads had to attend at least one civic function a month. By dividing up civic organizations, each hotel assured attendance at majority of meetings and functions. Things that should have been happening all along, but in the effort to get immediate business, things that were not being done systematically.

Results

First month hotel picked up 4 additional catering functions. Booked 3 small meetings for the next month. All a result of sales team calling on businesses they added to their list of prospects. Attendance at civic functions and meetings resulted in booking 3 wedding receptions, an anniversary party, role out party for expansion at local business, and events for 3 new businesses that were opening within 3 months. Plus over 20 leads for other business functions with potential for over 300 room nights.

VP’s prodding reminded Department heads they were all responsible for sales for their hotel.

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Silver Lining in Residential Foreclosure Market: Tom’s Take

Tuesday, April 20th, 2010

Home foreclosures first quarter are 35% higher than in 2009. Appears the nation is on track for 1 million foreclosures in 2010.

How can there be a silver lining in that? There certainly isn’t for the people displaced. But for those in businesses that benefit from meetings those foreclosures represent opportunities.

Financial institutions are increasing meetings as they look for ways to divest these assets. Whether it’s meeting with a group of realtors, or potential investors, or companies to handle advertising, maintenance on the assets, etc.

There is plenty of money available to invest. So far, major investment groups have been watching for commercial assets. Commercial Backed Mortgage Securities (CBMS) hold many, if not most of the desirable commercial real estate assets. CBMS are very, very complex. They normally cover a number of assets, so unraveling them and preparing individual assets for sale takes a long time.

I doubt the groups with large cash holdings will be interested in residential real estate. However, some of the smaller groups may decide they can pick up groups of homes, rent them out, and then sell them in several years when real estate market conditions improve.

What businesses may have needs for your hotels? Mortgage companies, residential real estate companies, landscape and home maintenance companies, insurance companies, security companies, CPA’s, small and mid-sized banks and financial institutions. Call on them to see what their needs are. Listen and get creative in ways to gain business from them.

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