In Part 2 of our series on preparing your teams for the uptick in business as the COVID threat recedes, managers will need to determine how to keep staffs motivated and engaged, and how to maintain morale. (Read Part 1 of The Great Reset on rehiring, retraining, recalibrating)
The pandemic has put culture in the spotlight. “If you had a strong culture, you have been able to get through the pandemic a whole lot better than if you haven’t,” said Judy King, principal of Quality Management Services, an organizational development and training firm, “particularly if you have not prioritized the people of the organization.” A well-established culture not only equips staffs to weather difficulties, it also helps them keep their eye on the prize.
In rebuilding the business, King said communicating with staff and soliciting input from them are effective ways to keep teams motivated — and find solutions to overcome adversity.
“I’m a huge proponent of involving staff,” she said. “The person who does the job knows how to do it better.” Explaining challenges and asking the team for ideas on how to attack them also encourages buy-in, she added: People don’t resist change, but they do resist being changed.
What’s your strategy?
That kind of transparency and open communication arguably matters more now than ever. Terranea Resort in Rancho Palos Verdes, California, shares information, videos and resources on its internal website “so our associates feel comfortable and understand the changes they can anticipate and may experience when they do return to work,” said Agnelo Fernandes, the resort’s chief strategy officer and executive vice president.
It’s part of an overall strategy. “We believe remaining true to our core values, clean and transparent communication and being visible at all times gives our team the sense that we care for them and have their best interest at heart,” he explained.
Managers who are willing to work in the trenches — now more of a necessity that ever – can inspire others. For Kolter Hospitality, a Florida-based developer and management company, low occupancies in 2020 resulted in general managers cleaning rooms, sales directors cleaning garages, a logistics expert working on details of new construction.
Both managers and team members “had to become more hands-on; there are so many more details that have to be attended to,” said Scott Webb, Kolter’s president. “Everybody from the house cleaner to the GM did what needed to be done to make it work.”
The experience “has helped build loyalty and bonded our teams together more. I hope it will continue,” he said.
Debra Punke, senior vice president of human capital and communications at North Carolina-based Concord Hospitality, said she has seen similar commitment and adaptability from managers. “They have worked tirelessly, with great passion and energy,” she said. “They are truly our hotel heroes.”
Until business returns, less-busy staffs may need a way to keep occupied. “We feel there is a minimum staffing level that we need to have at our hotels,” said Michael Levie, vice president of operations at Amsterdam-based hotel company CitizenM. “And at this point, there are too many people.”
To stay engaged, CitizenM employees have been encouraged to enroll in dozens of short mobile courses on a range of subjects, from how to conduct a meeting to career development. The courses, accessible through the company’s human resources app, were purchased or developed internally.
“I was amazed with the volume of interest,” Levie said. “People are eager and interested in making use of their time.”
At the Phoenicia Malta, which lost a lifeline when the country’s airport closed during last summer, staff tackled ongoing maintenance jobs to get through the season.
Dorchester Collection’s team messaging has focused on self-care advice meant to help associates get through trying times: Move (the importance of staying fit and exercising), Munch (eating well), Minds (mental health and well-being) and Money (managing expenses in a tight period).