To be the best and to continue to grow, hospitality agencies must do more than just hire and reward the top performers.
Traditional, “tried-and-true” performance management strategies may surprise you in this regard. The all-too-common Annual Performance Review in today’s labour market isn’t enough to evaluate staff efficiently and for some years now Clifford Wallace has been taking a different approach.
Relying on performance evaluations to evaluate people increases the likelihood of receiving the exact opposite results. A yearly performance evaluation or review is not a panacea.
This is why we constantly ensure that our hospitality supervisors provide continual constructive staff feedback rather than simply once a year.
A fundamental component of our people strategy is productive personal dialogue. Staff and supervisors look forward to these discussions, to allow them to develop and succeed in more responsible roles.
This is due, in part, to the enhanced trust and synergy that these talks establish between supervisors and employees, as well as the concrete business benefits, particularly staff retention.
Hospitality recruitment necessitates a lot of time and money. Regular communication saves management time and money while significantly reducing opportunity loss. This approach, as well as our efforts to make employees feel valued significantly facilitated in maintaining our high standard of service as well.
We believe that acquiring and retaining hospitality talent is a relational process rather than a transactional one.
Our approach covers the agency’s, the employee’s, our client’s, and the supervisor’s perspectives.
By diving into the employee’s performance, accomplishments, aspirations, concerns, ambitions, and needs, the conversation allows the supervisor to express respect and recognise the employee’s shared professional relationship.
Tried and tested – this approach has huge benefits in increasing employee engagement and building trust.
After all, humans are the heart of hospitality!