Most Retail Operators - which include Hospitality - understand that that service differentiates them in the marketplace. That is our raison d'etre – care,comfort and sustenance for our Guest, delivered with superb service.
Common sense was thrown out the window with the recent Amenities War. We have enjoyed a building frenzy in 2006, profits are hearty. Our Budgets, strategies, and plans were all slated last quarter – now in effect. And, we manage the heck out of those spread sheets, perhaps allocating more energy to those line items rather than our Guest, for those money managers, the bean counters, watch, measure, and broadcast our every move. It is very difficult when we must march, lockstep, with non-hoteliers and non-Hospitality oriented managers at some helms.
Fortunately, interspersed throughout that Corporate leadership, there are thoughtful Executives who do understand the direct correlation between developing Human Capital and their Service potential with profitability. They certainly believe in treating their employees respectfully and investing in those employees, through competitive compensation systems, Training and Development initiatives, and providing opportunities for growth. But, and this is a huge BUT, they serve many masters, most assuredly, their stockholders.
As the year progresses, they must make decisions about resources, revenues and costs, and those imperatives get pushed down to their regional and property level Management, who incidentally, are for the most part very big believers in their people. Yet, the Boss wants this and that, and, lest we forget, our annual bonus is based upon meeting certain Financial Goals. So, we do what we have to do. We begin to eyeball costs of the variable nature and start to make our cuts. This could be personnel, hours, and, naturally, Training and Development activities. As the year closes, we have effectively scorched our opportunity to build solid performing teams and develop that potential in exchange for that additional percentage of profit.
We are pleased, because we receive a bonus, as does our Manager, and right up the chain. The money managers are thrilled. Our stockholders want more. Everyone wins! Pardon me, but not everyone. What about our employees, and, might I add, our Guests. Return/reward, the contradiction, the dilemma and the conundrum historically confront us, and, once again, we have short-changed our organizational resources.
We have seen what some twenty plus years, short term thinking has done for business around the world. Lean and mean, neutron management, rightsizing, outsourcing, consolidation, bankruptcy – the list goes on. But, it is only business, although Detroit might disagree, maybe steel, too, along with telecommunications, technology – oh, that list just grows.
Retail is different, though, because we create a relationship with our customer and guest, and that requires the right individual, style and substance. We may have the most wonderful product and facility, but poor service is the lasting and irrevocable memory. If we pay minimally, that is what gets delivered. We are not manufacturing, where you push a button on a panel; we "touch" our guest. We are not in India, providing technical answers to the world. We cannot outsource Hospitality, much less our linen, offshore. We are front and center, the Ambassadors of good will, care and attention.
Ergo, how does the Retail Industry, which probably has the worst record, reputation and investment for Training and Development, make such an investment in their people? The reality is that business needs and demands do change, almost daily, and it makes no sense at all to send your supervisors to New York for a three day seminar on Communications, when your business is falling apart. Everyone understands that situation.
However, there are certain steps that can be taken to keep Training and Development in the forefront of your business as a commitment and an on-going strategy. Create the Training Plan. You have gleaned needs from the Strategic Plan, from discussions with Management, and, most certainly, from your Employee Performance Evaluation process. Layout what this looks like for the entire year: the topics, the audiences, the location, the Vendor, and the approximate cost. Theoretically, you have been given a budget, based upon employee population. If not, this above exercise establishes same. Also, have in mind some quantitative "pay back" measure for Training dollars committed and executed. This is immensely helpful in selling the Plan.
Understand that not all activities will take place, as planned and forecasted. Fortunately, training programs and means are now blended, which does impact costs. It is no longer strictly classroom with an instructor. The blend now includes classroom, the internet and even home study. Lastly, "front-end" the activity earlier in the year, so you do not get caught in that last quarter frenzy to "make the numbers".
This investment can be made. You can still make money. We have corporate giants, like Marriott, who have this commitment as part of their culture. And, that is what it really is – sharp management, which knows the business and knows what makes the business run smoothly. Perhaps, that is the key word – culture, what your Brand represents.
The author believes that Remarkable Hospitality is the portal to the Memorable Experience. The genesis of this article was taken from comments made by a Hospitality Executive caught in this very same "Contradiction". Seek solutions at: ww.hospitalityperformance.com |
