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. Many of the hospitality organizations Kincentric partners with have succeeded in driving high levels of employee engagement. How have they cracked the code? Build the foundation Where do hospitality organizations excel most?* Inclusion: Employees feel treated equally regardless of race or ethnicity. Cultural Alignment: Employees are comfortable with their company’s culture and values. Customer Focus: Employees are motivated to exceed customer expectations and treat all customers fairly. What differentiates top quartile hospitality organizations from the rest?** Rewards: Pay is perceived as fair, and benefit plans meet employee needs. Employee Experience (eX): Deliver an employment experience that is consistent with what has been promised. What are the best doing right? Employee Engagement in Hospitality Hospitality Engagement: Difference from Market/ Region Average 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 Norm Kincentric Hospitality Average Kincentric Hospitality Top Quartile
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Employee Engagement in Hospitality - Kincentric · 2020. 3. 23. · As in other industries, Millennial and Gen Z hospitality employees have lower average engagement levels. Gen Z
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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.
‘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.
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
www.kincentric.com/contact-us
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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.