employee engagement in hospitality - kincentric · 2020. 3. 23. · as in other industries,...
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Latin America
+5pts
North America
+10pts MENA
+10pts
SSA
+4pts
APAC
+19pts
Europe
+12pts
Hospitality engagement is significantly above the Global Norm. What are the parts of the employee experience in hospitality that have the biggest impact on engagement?
• Adaptability: Developing a workforce that adapts well to change.• Transparency: Senior leaders clearly explain how strategy
will be achieved.• Staffing: Sufficient staffing levels to get our work done.
ManyofthehospitalityorganizationsKincentricpartnerswithhavesucceededindrivinghighlevelsofemployeeengagement.Howhavetheycrackedthecode?
Buildthefoundation
Wheredohospitalityorganizationsexcelmost?*
Inclusion: Employees feel treated equally regardless of race or ethnicity.
CulturalAlignment: Employees are comfortable with their company’s culture and values.
CustomerFocus: Employees are motivated to exceed customer expectations and treat all customers fairly.
Whatdifferentiatestopquartilehospitalityorganizationsfromtherest?**
Rewards: Pay is perceived as fair, and benefit plans meet employee needs.
EmployeeExperience(eX): Deliver an employment experience that is consistent with what has been promised.
What are the best doing right?
Employee Engagement in Hospitality
HospitalityEngagement:DifferencefromMarket/RegionAverage
Engagement
65%78%
86%
21+ pts above market average
11 to 20 pts above market average
1 to 10 pts above market average
Similar to market average
Below market average
1
‘Hospitality’ is defined as organizations whose primary focus is ‘hotels and leisure’: hotels, resorts, cruise lines, casinos & gaming, and other consumer leisure facilities * Overall favorability** Hospitality with above top-quartile engagement compared to hospitality with below top-quartile engagement
Kincentric Global NormKincentric Hospitality AverageKincentric Hospitality Top Quartile
EngageyourPropertyManagers
Clientcasestudy
Property managers are pivotal roles within hospitality organizations, and their top engagement drivers differ from non-PMs.
• Supervision: Their direct superior acts ethically, with integrity and sets clear expectations.
• Inclusion: Employees within their property provide equal and inclusive service to all guests.
Where are Property Managers more positive about the work experience compared to non-PMs?
Background:• Kincentric has been partnering with this large, global hospitality client
for more than 3 years, measuring engagement and the workexperience of more than 100,000 employees each year.
• We provide a full suite of employee lifecycle solutions for this client,including engagement, onboarding, exit, 360, and pulse surveys.
• Like many hospitality organizations, they are focused on providing atruly exceptional guest experience and fending off competition fromindustry disruptors.
Across our high-performing hospitality clients, communicatingsurveyresultsandtakingactionarekey.
At this client there is 96%engagement amongst those employees who strongly believe that survey results are communicated to their team, and 98%engagement amongst employees who strongly believe that the right actions are taken as a result of employee feedback.
Byunderstandingtheuniquedriversofengagementforkeypopulations,ourhospitalityclientsareabletofocustheireffortsontheareasthatmattermost.
UniquedriversofEngagementforBabyBoomers:• Sense of accomplishment from their work
UniquedriversofEngagementforGenZ:• Manager support• Manager demonstrates care• Manager takes initiative to own solutions
UniquedriversofEngagementforPropertyEmployees:• Performance management successfully identifies strengths and
improvement areas• Organizational structure helps with achieving work goals• Attract the people needed to achieve goals• Promote the people needed to achieve goals
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3
CS
Work is fairly distributed
Survey results are used to recognize successes and make improvements
Senior leaders are visible and accessible
Survey results are shared with employees
Fair pay
95%77%
96%81%
98%84%
96%82%
85%71%
Response to:Results from the last employee survey were
communicated to my team
Response to:Based on the results of the last survey, we’ve done the right things
Strongly Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
Engageearly
As in other industries, Millennial and Gen Z hospitality employees have lower average engagement levels.
Gen Z has lower engagement and intent to stay across tenure levels, but they stay engaged longer through the first year of employment.
2
HoSPitALity AvERAgE ENgAgEMENt
generation XBabyBoomers
generation ZMillennial
81%82%
76%
74%
Baby Boomers generation X Millennial generation Z
< 0.5 1-2 6-100.5-1 2-5 11-15 16-20
yEARS oF tENURE
76%78%
80%76%79%78%
86%84% 85%
86%86%88%
87%
73%74%
81%
81%83%
85%82%83%83%
Property Managers Non-Property Managers
% of employees that are engaged
96
80
40
32
30
27 19
20
27
44
85
98