Martin-Christian Kent oversees the research and policy team for our Sector Skills Council, People1st, so he was an ideal person to provide an industry-specific perspective on the leadership challenges facing hospitality. During our conversation he suggested four areas that the research has highlighted.

It is well known that the hospitality industry offers excellent career opportunities for young people to advance up the managerial ladder. However, whilst this is undoubtedly a positive factor, not all of them will have had the experience necessary to develop the leadership skills required of more senior positions.

For some time we have recognised that there has been a craft skill shortage within chefs and considerable effort has been expended to address this. However, employers are now beginning to focus on the people management qualities required for senior chefs to lead teams within the unique environment of a busy kitchen.

Martin explained to me that, whilst we have a good percentage of women in middle management positions, relative few make the transition to senior roles. Yet research has proved that having more women on company boards can result in improved financial performance. Improving the gender balance within hospitality organisations is a challenge being addressed by our industry, not least by the Women 1^st initiative.

Finally, it is paradoxical that, whilst the hospitality industry spends more on staff training than any other sector across the British economy, we do not see sufficient return from this investment. Part of the reason is that, as we have relatively high staff turnover rates, much of the training is directed towards new starters. However, when it is applied to existing staff, few companies can demonstrate a resulting impact on the bottom line. Whilst it is recognised that people generally perform better immediately after training, unless the organisation has a culture that embraces staff development from the chief executive downwards, it will not enjoy the full operational and financial benefits that can, and should, accrue.

Filed under: Silver Bullets by Alan Cutler
Permalink: Martin-Christian Kent – ‘Industry Leadership Challenges’
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In addition to Warner Leisure Hotels and Butlins, Bourne Leisure have 36 caravan parks, to which over three million Haven holiday makers visited last year, in addition to the many owners of static caravans sited on the parks.

Sue Davies, the group’s Head of Human Resources, explained to me that a two-year market research project with both those customer groups had identified some interesting facts – not least that around ninety five per-cent of them live in urban areas and visit the parks, either to take a holiday or use their own caravans, to enjoy the fresh, sea air.  Yet, over recent years some felt that the parks could do better at offering a sufficiently different product and service from what they experience in their home towns and cities.

Hence the launch of a new initiative, ‘A Breath of Fresh Air’, designed to enhance the service offered on the caravan parks. All team, including general managers, are currently undergoing induction training, largely delivered by experienced permanent members of the team called Pioneers, based upon five new core values conceived by the Caravan Park’s senior leadership team: 

• Dare to Care
• Yes, I can
• Keep it Simple
• Make it Fun
• Do the Right Thing

Sue describes it as the start of the journey to breathe fresh air into the service offered to those that visit the parks principally to enjoy …………….the seaside and fresh air!

Filed under: Leadership blogs by Alan Cutler
Permalink: Sue Davies – ‘A Breath of Fresh Air’
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Steven Boyne has just completed his PhD thesis with Bournemouth University. His research has sought to determine if, and how, hospitality leaders can contribute to employee motivation, focusing on those responsible for table servers employed in UK hotels. To what extent can leaders counterbalance potentially demotivational factors inherent within our industry, such as low pay and long, unsocial hours?

His study measured motivation by two factors: employee work attitudes and job performance; and he found, within his sample of respondents, that motivational leadership did, indeed, enhance both. More specifically, he found that motivational leaders, those that articulate a vision, clarify goals and encourage employees to work towards those goals, were particularly effective in motivating staff to give extra effort in providing exceptional customer service.

The most powerful causal relationship that emerged was the effect that empowerment had on the positive attitude of employees. In fact, Steven found that employees feeling that they have higher levels of influence at work (eg can make decisions without having to seek higher authority in every case) had the greatest impact on them having a positive attitude towards their job which, in turn, significantly impacted on their job performance.

These are surely findings that can, and should, be embraced at all levels within our industry. In my view, leadership is not as mysterious a concept as is sometimes portrayed. Essentially, if leaders displayed the qualities they look for in their own leaders, for example trusting them to make appropriate decisions, they would enjoy the rewards that Steven has identified as achievable.

Filed under: Leadership blogs by Alan Cutler
Permalink: Steven Boyne – ‘The Impact of Motivational Leadership
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Those working behind the scenes are not always recognised for the value they contribute. Take housekeeping staff, for example: those unsung heroes who are responsible for maintaining standards in one of a hotel’s prime resources – its bedrooms. Joanne Barratt, Group Operations Manager of QHotels, explained that, whilst they have invested significant sums to ensure all services, from their beds to the coffee they serve, meet the needs of their customers, that will not happen unless the equipment is well cleaned and maintained.  So how do QHotels motivate their housekeeping team to consistently deliver those high standards?

One way is to recognise hotel departments that deliver exceptional results as ‘Centres of Excellence’. All departments from their 21 hotels can submit a proposal to be recognised as such, and five housekeeping teams have been successful so far. The proposals include evidence ranging from cleaning audits, through customer satisfaction scores, to team turnover levels. Those who the judging panel assess as excellent are presented with a plaque by the company’s MD, as well as a team bonus payment for them to spend as they see fit. One can imagine how proud those team members must feel.

Moreover, the heads of successful departments are then used as champions for other hotels, as well as mentors for housekeeping managers who have just joined the company. They are also encouraged to submit ideas to improve working practices, such as translating the housekeeping operations manual into over ten languages to meet the needs of a multi-cultural workforce.

Housekeepers, working alone and not always fully integrated into a hotel’s complement of staff, pose special challenges to their leaders. Hence, companies need to find effective ways of recognising the crucial impact they can have on guests and the likelihood of their return to the hotel again.

Filed under: Leadership blogs by Alan Cutler
Permalink: Joanne Barratt – ‘Motivating the Unsung Heroes’
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