are robots the answer? recruitment strategy in hospitality · a fast growing business owned hotels,...
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Are Robots the answer?Recruitment strategy in Hospitality
Identifying People with the Right Capabilities and Cultural Fit to Deliver Optimal Business Results
How Amaris Hospitality saves €836,400 per annum through smart assessment with cut-e at Jurys Inn
Overview▪ Amaris Hospitality
▪ 70 plus hotels in the UK & Ireland
▪ Branded as Jurys Inn , Doubletree by Hilton, Hilton Garden Inn and Hilton
▪ 37 Jurys Inn hotels
▪ A fast growing business owned hotels, managed services and hotel operator group
Recruitment Strategy
• Find people who match our values
• Who will treat our customers how they want to be treated
• Experience is less important than personality
• We develop people to management roles – 80% of General Managers have been promoted in the business
We receive over 40,000 applications per year
Up to 200 per role!
PositiveGenuine
WillingFriendly
Consistent
Our values
The Robot• Working with Cut-e
• Developed a Values screening questionnaire
• Validated against 150 of our actual employees
• Developed a RAG system
• Reduces the number of suitable candidates
• CV’s then screened and interviews arranged
Behaviours & Values Assessment by cut-e
Recruitment – the results Department As was Now
Food & Beverage 65 30
Reception 60 -150 30 – 75
Kitchen Max 10 Avg 7
Process As was Now
Shortlist 10 5
Attendance at interview
60% 80%
Suitability for role 20% 50%
Time per role 14 hours 5.5 hours
50% reduction in candidates
interviewed
61% reduction in time
Benefits of the Robot!
• Less time screening for Managers
• Less interviews required to fill a position
• We know that those we see will have the right values and fit for the business
• Improved retention
• Talent pipeline filled because candidates are the right “fit”
27%
14%
13%12%
10%
10%
8%6%
Most frequent reasons for leaving (excluding end of contract)
New Job (Better Pay)
Moving to a new town/city
Undertaking Study
Dismissal
New Job (Promotion)
No Show
Change of Career
Family Commitments
Reasons for leaving
Reason for leavingAverage tenure
(days)
New Job (Promotion) 300
Change of Career 223
New Job (Better Pay) 222
Undertaking Study 218
Moving to a new town/city 201
Family Commitments 166
Dismissal 148
No Show 119
Role did not meet expectations 61
Reasons for leaving
Bad Leavers
Good leavers
Reasons for leaving and shapesUndertaking
studies
- Driven by developmental opportunities
- Professional challenge
Moving to a new town/city
+ Professional challenge
Dismissal
- Conscientious
- Need for support
Family commitments
+ Conscientious
+ Need for support
- Driven by financial reward &
recognition of performance
Changing job for better pay or promotion is not correlated with any shapes dimension. This probably occurs because most of the people change job when presented with an opportunity of earning more or developing own career
Bad leavers and personalityBad leavers are those who left because they didn’t like the job, were fired, or didn’t show up.They generally demonstrated to be less conscientious, prudent and open to change than good leavers. We should hire for the good leavers as they stayed approx. 60% longer. Productivity is about good people who stay longer as we know in the end all leave!
Bad leavers
Good leavers
Conscientious Canny Open to change
Can personality predict employee loyalty?
The 20% of employees that stayed longer within the company (Highest tenure) have been compared to the rest of the employees. The result is that these employees seem more interested in internal advancement and in improving their performance and position within the company. The traits that differentiate them are: Influencing, driven by recognition and competitive. Hire for same
Most loyal
Less loyal
Influencing Driven by rec Competitive
Economic Impact
Jurys Inn has c.1700 new front line hires per annum; the average training cost is €1,200 per new hire
Working with cut-e we have been able to show a 60% increase in tenure for new hires with good fit that equates to c.150 days extra employment
These extra 150 days equate to approx. 41% less hiring / training required to staff hotels with
On 1,700 staff to be hired this means we can expect 697 fewer staff to onboard and train per annum = 697 X €1,200 = €836,400 per annum saving
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