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Are you losing great employees and are not sure why?

The answer might be some of your rules.

Welcome to another edition of Hospitality Property School.

I am your instructor, Gerry MacPherson.

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There are hospitality property owners and managers out there who are doing things the way it always has been done because that is the way it has always been done.

Over the years, these owners or managers might have driven their best people away and will continue to do so until they spot the connection between policies, passion, performance and profits.

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This is what I mean:

  • The more policies, the less passion you’ll get from your team.

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  • The less passion, the less exciting the team’s performance will be.

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  • The less exciting the performance, the lower your profits will be.

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Make sense?

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There may be policies and procedures you have in place that are causing more harm than good, restricting your employee’s performance and demeaning their state of mind.

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Here’s my list of rules that do drive great employees away

 

Attendance Policies

Salaried people don’t need attendance policies. That’s why they’re on salary. If you’re still dinging people for getting to work ten minutes late when they commonly stay an hour late every day, you don’t deserve them on your property.

 

Dress Code Rules

If you supply uniforms, this is not an issue but if not get rid of the insultingly detailed dress code policy and simply remind your employees to dress for business.

You can add “If you’re on the fence about whether or not to wear a particular ensemble or article of clothing to work, err on the side of caution and don’t wear it.

 

Bell Curve Performance Reviews

Performance reviews, in general, are a bureaucratic waste of time, but the ones that force managers to fit their teammates into pre-set slots on a bell curve are disgusting and unworthy of the brilliant people on your staff.

If you truly don’t trust your managers to hire wonderful employees, why did you make them managers? Bell curve performance reviews only encourage the hiring and retention of so-so employees, or worse.

 

Bereavement-Leave Policies

There are still employers that require their employees to bring in funeral notices in order to be eligible for a few days’ paid bereavement leave.

That’s shocking and horrifying.

No doubt some employee way back when falsified a family death to get some time off, and ever since then the company has been writing its policies to prevent such a fraud from re-occurring.

That’s idiotic and heartless. It’s never smart to write policies directed toward people you wish you hadn’t hired. Trust your employees, and they’ll trust you back.

 

Are these making sense so far? Let me know by leaving a comment.

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Approvals for Everything

Do we really need a manager’s written approval for an employee to replace their ID badge?

We have taken nearly all the latitude away from the talented adults we hire. More bureaucracy only slows us down.

Can we trust the people we chose to join our team to do simple things like taking care of customer issues on the spot without requiring a manager’s written permission? If not, can we call ourselves leaders?

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Disciplinary Rules

The idea of discipline comes from the military. We don’t think that it would ever be appropriate to put our kids’ piano teacher or our plumber on probation, so why would we do that to the employees on our teams? The idea of progressive discipline makes no sense in the knowledge economy we operate in now.

We are all adults. If someone goofs up, we can have a conversation about it. We can figure out where things broke down and if we don’t trust a person to represent our brand, what good will probation or a written warning do?

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Feedback Mechanisms

Employee Engagement is a crock and a slap in the face to your teammates, most of whom would be happy to tell you to your face what your company is doing right and wrong. All you have to do is walk up to them and ask them, face to face, and listen to what they have to say.

Annual employee engagement surveys are a paper-pushers answer to the question “How are we doing, and how’s the team?”

Do you ask your husband or wife to fill out a survey and tell you how you’re doing as a partner? They’d have a sharp answer for you if you proposed that approach.

Why should the valued collaborators you work with see things any differently? Lose the engagement survey and make it easy for your teammates to tell you what’s working and what isn’t, in the moment.

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Hiring Processes

It’s easy to fill job openings when you do these three things:

  • Write job descriptions in English or your local language rather than corporate zombie speak.
  • Treat job applicants like valued collaborators rather than interchangeable machine parts or pieces of meat.
  • Make the interview process fast and friendly, and remember that job candidates need to be sold as vigorously as your customers do.

Any employer that complains about talent shortages is barking up the wrong tree. Humanize your recruiting process and watch the talented people flow in!

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Forced Ranking

Forced ranking, sometimes call stack ranking, is a process of lining up your employees and comparing them to one another, Best to Worst. It’s easily the dumbest idea corporate and institutional paper pushers have ever come up with.

You can’t stay and work for a company that treats like you like a two-by-four stacked up against other pieces of lumber, not when there are wonderful organizations that could use your help!

Your teammates deserve better. People are unique and whole in themselves. There is nothing to compare between one person and another — thank goodness! Smart employers have always known this and any organization that doesn’t get it doesn’t deserve the talents of great employees.

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In Conclusion

Trust your employees & watch what happens!

As leaders, we have many pathways to help our team members. What is the best approach? That may depend on the individual. Regardless of the path we choose to be helpful, when we believe in the people with whom we work, it can be magical.

Leaders are signal senders. We can foster the confidence of individuals and teams through our trust and belief in them.

As leaders, let’s be aware of the beauty and power of our signal of trust. Let’s empower them. They will respond with a strong desire to live up to your belief in them and they will do their very best. And that is highly effective leadership!

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TO READ OR LISTEN TO THIS EPISODE ON KEYSTONE HOSPITALITY PROPERTY CONSULTING:

https://keystonehospitalitydevelopment.com/KHDC173

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And don’t forget to join the “6 Day Challenge” here:

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RESOURCES & LINKS MENTIONED IN THIS EPISODE:

The Keystone HDC Training Tutorials

https://courses.keystonehospitalitydevelopment.com/

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Keystone HDC Post Downloads

We add to them every month.

https://KeystoneHospitalityDevelopment.com/KHDC140

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Join our community in “The Hospitality Property School Group” – Check it Out for One Full Week for Only $1

https://keystonehospitalitydevelopment.com/membership-site

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Say hi on social:

Facebook: https://www.facebook.com/KeystoneHDC

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Twitter: https://twitter.com/KeystoneHDC

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Linkedin: https://www.linkedin.com/company/keystone-hospitality-development/

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Listen to The Hospitality Property School Podcast here:

https://keystonehospitalitydevelopment.com/itunes-podcast

https://www.spreaker.com/keystonehdc

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YouTube

https://youtu.be/F4LmbLSNyBM

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Hospitality Property School is a division of Keystone HDC