Written Versus Verbal References

When it comes to references, is it best to come armed with a letter or contact number? It certainly doesn’t hurt to be prepared with both written and verbal references.

Things to consider

 

 

PROS

CONS

Written References

-Letters are less time and effort
for a potential employer to skim through

-A job seeker can slant the letter
to be all positive

-Letters look professional with
polished grammar and spelling

-You have a hard copy to keep on
file

 

-Letters make it easy to fabricate
or embellish information

-Letters are not always timely

-Letters are usually generic with
“To Whom it May Concern”

Verbal References

-A potential employer can probe
more over the phone, asking about strengths and weaknesses

-A potential employer can focus
questions to a specific position or industry

-It’s less time and effort for a
reference to take a call

 

-A reference may be a poor speaker
with mediocre responses and awkward silences

-A reference may have a different
personality than a former employee, offering a less-than-flattering character
review 

Remember: Companies invest their time, money, and reputation in you—if you become an employee. For this reason, they want to ensure you’re the real thing. So go above and beyond to WOW them!

Ask the Experts

We asked the experts what they prefer:

Written or verbal references.

“Written references are acceptable for positions that are more than 5 years in the past. For more recent positions, a written reference from the candidate’s direct supervisor is acceptable, especially if they can be contacted for additional information. With the new Privacy legislation, detailed references are harder to come by, as a result, I believe we will be relying more and more on written references as a means of evaluating candidates.”

–Kate Laing, Human Resources
Manager, Pacrim Hospitality Services, Inc.

“Both. We would like written references and we’ll call and confirm how well they performed their job, how long they stayed, their level of responsibility…”

-Tracey Kalimeris, Corporate
Recruiter and HR Planner, Fairmont Hotels & Resorts

“I would prefer verbal references. I like to be able to ask follow-up questions if something the
reference says sparks my interest. But, written will also work if you are unable to contact the verbal ones.

-Jason Lessman, Manager of Corporate Recruiting, Boston
Market Corporation

“Honestly, we do not find written or verbal references to be very valuable. I have yet to find someone who was unable to give me references. The best reference we can get is a phone call
from your last employer. I have even had a past manager call me before I could make the call. It says something to a potential employer when a past manager feels so committed to you that they are willing to personally call another employer and speak on your behalf.”

-Randy Goldberg, Executive Director
Recruiting, Hyatt Hotels Corporation

Women in Hospitality: Rich History, Bright Future

For years, hospitality industry experts and analysts have talked about the “glass ceiling” that has prevented women in the field from ascending to the upper ranks of supervisory and managerial
positions. To an extent, the same conditions prevail in virtually every industry — although women have come a long way in the workplace, men continue to hold most leadership roles. However, the unique culture and history that define the hospitality industry have made the prospect of change particularly challenging.

Although this pattern continues to hold true in the hospitality industry, the last several decades have been a period of remarkable change and growth for women in the field. In restaurants, hotels, catering firms, resorts, and many other venues, women are becoming much more visible in
management roles and other key positions than ever before, and experts predict that the opportunities for women in the industry will only increase as businesses struggle to keep pace with growth and demand in the field.

A new generation of female supervisors, leaders, and executives

Women have long worked in positions of de facto leadership in the hospitality industry, such as supervising or managing a family-owned business or assuming additional responsibilities in their boss’s absence. However, it was not until the 1980s that large numbers of women first began to be
formally hired into leadership roles.

Since that time, the opportunities for women in the hospitality industry have begun to expand exponentially. Today, you can find successful women filling managerial roles at every level, ranging from floor supervisors to executive board members.

Although they are still significantly outnumbered by their male counterparts, these women have broken through the once-impenetrable “glass ceiling” and are now leading the way for a new generation of females who aspire to leadership positions in the hospitality industry.

Some inspiring success stories include:

– DENISE FUGO, President and founder of Sammy’s Restaurants
– Fugo began her food service career as a 15-year-old Burger King cashier and later held a series of waitressing jobs. Promotions were hard to come by, so she and her husband eventually decided to open their own nightclub. Later, the property morphed into an award-winning fine-dining restaurant. Eventually, the couple came to own 7 restaurants and nightclubs in the Chicago area. Now, she’s an industry leader who is involved in the administration of the National Restaurant Association.

– MARY K. MAHONEY, President, Howard Johnson Division,
Cendant Corp. – After a beginning in marketing, Mahoney entered the hospitality industry and gradually worked her way up the managerial ladder over the course of a 23-year career. Today, Mahoney leads the Howard Johnson brand. Enhancing the work/life balance for working mothers and recruiting women for managerial and executive roles have both been goals of her tenure.

– JULIA STEWART, President and Chief Organizational Officer,
IHOP – As a high school student, Stewart worked as an IHOP server during summer breaks. Today, she is the president and COO of the company. After obtaining a bachelor’s degree in management, she gradually worked up the chain of leadership in several food service roles, with stints at a number of well-known companies in the field, including Taco Bell, Black Angus, and Applebees.

Tips for success from women who have reached the top

As is the case in virtually every industry, women are still under-represented in supervisory, managerial, and executive roles in the hospitality industry. However, the status quo is changing rapidly, creating many opportunities for women willing to put in the hard work that is necessary to
make it to the top. Here are some hints for success from some of the most influential women in the industry:

– MARY MAHONEY:

“I always advise other female professionals to look for companies where women are already in place in high-level positions and for companies that offer internal mentoring programs.”

– MARLA DAVIS, President of the Network of Executive Women in Hospitality:

“Joining a professional association shows initiative and provides ambitious women with training and support, as well as networking and mentoring opportunities.”

– MARY MANTLE, VP of sales and marketing for Park Plaza International:

“One of the biggest challenges women face is how to be tough [in a male-dominated industry] without being difficult. There’s a skill in knowing how to state your opinion without being obstinate.”

– JOY ROTHSCHILD, Senior VP of Human Resources, Omni Hotels:
“I find that this is one industry where hard work, spirit, and energy trump degrees or where you sit on the pecking order. If you are willing to put in the time–which is easier said than done–you should have no obstacles. You do need to be willing to go where the opportunities are. The more flexible you are, the better.”

Tips for Coaching to Maximize Potential

Once upon a time, most hotels and restaurants were run by bosses, not managers. These types were more concerned with enforcing the party line, keeping employees in check, and doling out punishment than transformative leadership. Over the last several decades, however, a new paradigm of business management has emerged, calling for a more proactive, collaborative, and
strategic approach.

Today’s new breed of training and development experts have brought methods from the football field into the boardroom in order to enhance management performance. Could your team benefit from coaching?

The coaching concept in a business context

First of all, what exactly is coaching? Basically, it’s a style of intensive training that relies more on collaboration, dialogue, and interaction than traditional, instructor-led educational models do. Rather than directly providing the learner with correct information, coaches are more likely to work with their trainees to develop effective methods for framing questions, identifying challenges, and devising solutions on their own. This training method parallels the philosophy of the old adage: “Give a man a fish; you have fed him for today. Teach a man to fish, and you have fed him for a lifetime.”

Another key characteristic of coaching is that this type of training often unfolds over a longer period of time than traditional instruction. According to Kelly O’Neil, Chief Strategy Officer for the coaching firm UpLevel Strategies, it is not uncommon for a coach-trainee partnership to last for a year or longer, particularly among the upper ranks of the executive or corporate leaders. This extended time frame is geared to help ingrain the methods and lessons that are imparted in the course of the training at a much deeper level than can typically be attained in shorter, traditional courses.

Coaching for growth and development

The demands placed upon today’s managers and executive leaders are unprecedented in scope and breadth. With this much at stake, a growing number of organizations are unwilling to leave the selection of future managers and executives to chance. Instead, many firms now have processes in
a place to flag trainees with above-average potential and connect them with an internal or external trainer.

Growth and development coaching are some of the methods that are being used with increasing frequency to help gifted trainees, supervisors, and managers fully realize their potential. With the help of a coach, these future leaders form a partnership that fosters their ascent through the
organizational ranks in a manner that is mutually beneficial to the firm and the individual.

Even the most potentially talented manager or executive may not be able to develop his or her skills to the fullest without outside help. In some cases, newly promoted ‘superstars’ may crumble under the pressure of great expectations and fail to deliver once they are in a leadership position.
The use of a coach to foster and support development has been shown to drastically reduce these adverse outcomes. Among all other types of management training, numerous studies have identified coaching as having the best return on investment.

Management and executive coaching

Another rising trend is intensive coaching targeted at high-level managers and executives. This type of coaching is often assigned to an outsourced coaching professional. A professional coach’s objectivity and outsider stance may help them to identify problems and create solutions that
may elude insiders enmeshed in the company and its organizational culture.

Some critics have derided the coaching trend as little more than the next training fad. However, unlike many of the dubious training trends that have gained widespread popularity only to quickly fade away after a few months in the spotlight, the legitimacy of executive training has been
supported by research findings. O’Neill cites a recent study that found that executives who underwent coaching reported marked improvements in working relationships with clients, peers, staff, and supervisors, increased job satisfaction and organizational commitment, and reduced conflict.

Tips for cultivating a coaching atmosphere in your organization

Not ready to commit to a partnership with an outside coaching professional? Not to worry. According to experts, you can encourage many of the same effects achieved by coaches by promoting an atmosphere of learning, reflection, inquiry, and continuous improvement in the workplace.

  • Make an effort to include staff members at all levels in the decision making
    process
  • Involve the whole team in developing a short roster of viable, measurable
    objectives
  • Solicit input from all levels for possible solutions to existing challenges
  • Share the results, modify strategies, and begin the process again
  • Adopt policies that reward full-team participation and collaboration

How to Have a Motivational Training Staff

Your training staff is the core of your business, as they are the creme de la creme of your staff. It is important not to underestimate the power that your training staff has over your staff. They are leaders and are looking for answers on a number of issues by other staff members. To maintain a motivated training staff it is important that, as a manager, you continue to develop your trainers as leaders and keep them motivated in the food service or hospitality industry. There are several ways to maintain motivation in your training staff including monthly meetings, trainer outings, and offering them opportunities to be leaders.

Use regular meetings for trainer input

Whether you are in the hospitality and resort industry or restaurant and food service industries, it is critical that you routinely ask for your trainer’s input and opinions on the business as a whole and try to make changes accordingly. This may range from opinions on how to keep bread baking consistent to a different method of managing a wait or handling customer complaints. They will often speak up with opinions that several other staff members have asked them to inquire about. Monthly meetings are excellent ways to keep them speaking up to management about rules, policies, and other changes that need to be made.

Brandon Holland, a trainer manager, likes to give his trainers small assignments. One that he especially enjoys is purchasing copies of the book, How to Win Friends and Influence People. Trainers were to read a chapter per month and they discussed the chapters at their monthly trainer meetings. The book discusses how to be a leader and how to motivate people. Trainers are often used to delegate information from managers to employees and they must be able to do so without sounding condescending toward their fellow employees. They should also be able to have an opinion on which employees would make excellent additions to the training staff. Meetings are also excellent opportunities to play short motivational games and team-building activities.

Take your training team out for a night of fun and team building

Trainer outings are also excellent opportunities for trainers to enjoy each other’s company and learn more about each other. Take your trainers out to a nice dinner, go to the movies, play paintball, put-put golf, or do other activities that they enjoy. This is an excellent opportunity to forget about the restaurant, hotel, or resort. These outings allow employees to talk and interact without the worries of their hospitality jobs. Outings are excellent for showing your appreciation for all of their hard work and help. Employees as a whole need to feel that they are appreciated, but if you are able to keep your training staff feeling appreciated they will be willing to work harder and will encourage others to do so as well.

Build motivated trainers with easy tasks

Trainers will also benefit and build their leadership abilities by having specific responsibilities. In the restaurant or food service industry, you can give your trainer restaurant jobs such as maintaining the uniform inventory or updating sales contest results on a regular basis. This gives them specific functions and employees know exactly who to go to if they have questions concerning that trainer’s area. Trainers should also be given the responsibility of developing employees for becoming trainers themselves. They should help each other prepare individuals for induction in the training team by discussing with them training policies and having them help with the training of new employees.

If you have one trainer in particular who works above and beyond the call of duty, consider taking that individual under your wing and give them a title such as Training Coordinator. If this individual has intentions of remaining in the company and possibly pursuing a management position, this is an excellent opportunity for the trainer to learn the systems involved in your business.

Keep everyone motivated!

Motivated trainers can make or break your staff. Keeping them motivated will keep your staff motivated. Other employees see them enjoying their jobs and working to make the workplace a better environment for all. They are often very enthusiastic about sales contests and other functions. They should all have the same vision and goals for the business and they will be able to help managers in a variety of functions that will take less stress off of you as a manager. Use your trainers wisely and keep them motivated and you will see positive changes in your staff as a whole.

Employee Retention Techniques

Do you experience a high turnover within your business? Are you looking for ways to help retain your current staff in order to save the time and money it takes to train new people? It is no secret that one of the most important facets of the hospitality and foodservice industry is hiring and keeping the best staff.

Hospitality jobs, which include hotel jobs, resort jobs, restaurant jobs and other foodservice jobs, require constant positive interaction between individual employees and guests in order to establish a connection that will keep the business thriving.

Hcareers interviewed people at all levels of the hospitality industry to see what kept employees from leaving their jobs.

Each of those interviewed said that maintaining a busy workplace, a certain comfort level, advancement potential, innovative feedback and addressing of employee’s needs, and a close-knit group were essential in the decision to not look elsewhere for work.

Start at the Beginning

When it comes to employee retention, the process begins at the interview stage. Cindy Humphrey is the restaurant manager at Earl’s Restaurant, a casual dining chain with locations throughout North America.

Humphrey states, “The key is to hire the right people. You’re going to have high turnover if you’re not hiring the right people.”

A good look at an individual’s resume is an important start. Watch out for people with a history of “leapfrogging”, and for those who are reluctant to supply references. Many restaurant jobs are apt to binge-hire, taking on groups of people in training in the hopes that a few of them will stay on. This is a bad strategy, according to Humphrey.

“Great people attract great people. Employing the right techniques in hiring individuals is key.”

Keep Them Occupied

Humphrey herself has been with the same Earl’s location for 15 years. She began part-time while attending university, and upon her graduation decided to stay with the restaurant and was promoted to manager. When asked about the reason for her long stay, Humphrey points to the amount of business the restaurant does.

“I have been to Europe twice with Earl’s, and all over North America. It’s a great restaurant with a great reputation, and it’s busy.”

That level of activity seems to be key among long-term employees. Terrie, Kelly, and Jodi have held long-term restaurant jobs with Kelly O’Bryan’s restaurant for 18 years, 13 years, and seven years respectively. When asked why they have carried on in their food service jobs for those years, Jody replies.

“It’s busy,” she says simply. Kelly adds that if Kelly O’Bryan’s isn’t busy, the staff knows that most other restaurants in town are not, either.

“You get a lot of repeat customers, and a lot of that has to do with the quality and the consistency”.

Innovation

Al Raine, owner and operator of the 192-condominium Cahilty Lodge at the world-famous Sun Peaks Resort, exemplifies the innovative owner in his approach to his business. For the 2005-2006 season, Raine implemented a shuttle program that took employees from their residences in the city of Kamloops up to the Resort. This helped address challenges both among employees without vehicles and with those who had reservations about a winter drive up to a ski resort. Raine plans to expand the service to include the town of Barriere for the upcoming season.

Keturah Neustater managed a staff of 20 at Forster’s Hotel and Convention Centre. One way in which she kept her staff motivated and around was to recognize their individual achievements.

“It might sound silly,” she says, “but I would utilize little things like star charts and weekly rewards. We made it a bit of an inside joke, but the staff really loved it anyway.”

Comfort

Neustater’s strategy hints at a broader technique when it comes to keeping employees in their hotel jobs, restaurant jobs, or other hospitality jobs. Inside joke or not, there is a certain level of comfort implied in her strategy.

This comfortable atmosphere is a universal key among those interviewed. Raine and his staff get together often for parties, when a particularly positive hotel review comes in, for the end of the season, and even for staff birthdays. Humphrey and her staff often get together for food and wine samplings, both at Earl’s and in other restaurants. The staff at Kelly O’Bryan’s can often be seen together about the town.

Michelle Clayton, of Boston Pizza (a restaurant specializing in gourmet pizza and pasta in a casual atmosphere), puts a much finer point on it. “It’s a real family atmosphere. When you feel close as a staff, people are much less likely to leave, even when they may be experiencing some frustrations.”

Certain challenges are a part of the territory when it comes to the foodservice and hospitality industry at all levels, but this does not mean that a high turnover has to be. It is clear that within the right environment, with the right approach, it is much less likely that an employee will bounce around from one restaurant job or hotel job to another. And the longer an employee stays, the better they will learn their job. In the end, this expertise will benefit the guests.

Redefining “Service”

Service has long been the sacred cow of the hospitality industry. Everybody talks about it, but few managers dare to question or challenge what ‘service’ really means. Over the last few decades, service has attained almost a ritualistic significance.

We have stopped asking why we’re doing certain things or what we really need to do. Instead, we focus our energies on how things are supposed to be done. There is a lot of emphasis on following exact steps and procedures. As the best hotels are rapidly discovering, this approach has many limitations. In their best-selling book “First, Break All The Rules” Marcus Buckingham and Curt Coffman made a startling observation:

“There are no steps leading to customer satisfaction”

Companies don’t grow by doing what’s required of them. “Required steps only prevent dissatisfaction”, note the authors, “They cannot drive customer satisfaction.”

So, what is the missing ingredient that catapults an ordinary company into greatness?

It’s the way these companies define ‘service’. America’s most admired companies define service in terms of measurable “outcomes” or end results. However, most companies tend to play it safe by defining service as a series of step-by-step “procedures”. This approach discourages people from taking initiative while encouraging mute compliance. It turns off customers by equating service with a mechanical act, devoid of genuine warmth or caring.

What Your Customers Want: How Customers Perceive “Service”

Managers forget that customers often take a very different view of service than the company might. Most companies are too busy keeping up with the competition or vying to be the industry leader, to find out what really matters to their guests.

Testing customer response is an effective way to find out how customers perceive service. “Holiday Inn is said to have 200 test hotel sites in operation where they are continually experimenting with rooms, pricing and restaurant menus,” observe Peters and Waterman in their best-selling book, “In Search of Excellence- Lessons from America’s best-run companies”.

Every point of contact with the customer is an opportunity to reinforce ‘service’. Consider the check-in process at any given hotel. Here’s a procedure that most certainly does not serve the needs of the customer, but is mandatory for the hotel.

Imagine a guest that comes in tired and jetlagged after standing in long security lines at the airport. Would they appreciate a faster check-in? Indeed they would. But what if the customer never had to check in on arrival at their hotel? What if they could check in online at the airport, or on their way to the hotel?

“Wouldn’t it be great if travelers could check into their hotel rooms at the same time they print their boarding passes and receive their airplane seat assignments?” thought Matt Adams (VP, Operations) at The Hyatt. The web check-in process at The Hyatt shows how you can “think like a customer” while complying with the standard procedures of running a hotel.

How Customers “Do Their Math”

While customers appreciate ‘extras’ such as speed and convenience, they don’t want them at the expense of ‘givens’ such as reliability or quality. If a hotel offers web check-in, customers expect the process to be quick and reliable.

The key to succeeding in the hospitality industry is to effectively nail down what matters most to your customer and make it your main focus. Fast food chains such as McDonald’s found their winning combination in fast service, good value, and a child-friendly atmosphere. You can’t be tops in everything. But you can find the combination that makes your company a winner.

How to Identify and Deliver Desired Service Outcomes

The most successful companies have a culture of supporting people that work closely with the customer. They are the first to know when there’s a problem, and they are best equipped to ensure that customer expectations are fulfilled.

At Hotel Le Meridien (part of the Starwood Group), feedback is meticulously gathered from a variety of sources and made available to everyone within the organization. Various systems are in place to ensure that the lessons are well learned and painstakingly implemented.

The best hospitality companies have various systems in place to collect and measure feedback. Results are carefully analyzed and new rewards and incentive programs are put in place.

The best companies structure their rewards and incentives in a way that recognizes employees that deliver the most desirable service outcomes. Employees try harder when they have clearly defined goals and measurable outcomes to work with.

Behind every successful company are people that never tire of asking, “What do our customers really want?” rather than “What am I supposed to do?” Knowing how customers define and perceive ‘service’ is the key to building profitable companies and turning average employees into stars.

How to Create Motivated Employees

An organization is only as successful as the people who work there and today organizations throughout the hospitality industry understand this return on investment. Organizations know the importance of retaining employees and the added benefit of making them better regardless of position.

Communication is the key to connecting to the staff at all levels which is critical to employee retention and growth. A performance review creates the opportunity to:

  1. Identify areas for improvement
  2. Reward good performance
  3. Identify opportunities for growth
  4. Address overall concerns effectively

Typically, managers conduct performance reviews in person on an annual or semi-annual basis. An employee evaluation form is a foundation for the review and it should be filled out by both the employee and the manager prior to the meeting. This form should outline the employee’s job responsibilities, skill requirements, and goals and objectives. It is important to note that although all evaluation forms should have the same rating scale to ensure consistency, each form should be different to reflect each distinct job position to ensure accuracy and fairness.

How to Create Motivated Employees

Many organizations within the hospitality industry suffer from psychological turnover. This occurs when employees abandon productivity and become unmotivated. This can be caused by many things such as:

Without a proper evaluation process, it is difficult to ensure that all of these important employee factors are consistently addressed.

Hourly and seasonal employees can be a transient demographic and are common throughout the hospitality industry. In addition, it is difficult to motivate these employees when growth opportunities are not always available. A performance review is a tool to assist a manager and employee to set goals and objectives that are realistic, attainable, and motivating.

For example, a server or a reservation agent may not have the opportunity to move into a management position quickly. If it is leadership skills that the server is looking to gain, a team lead position may be the interim solution to help retain this individual. Another example may be that the reservation agent may express a technical interest in the POS system and is looking to gain skills in that area. The manager can then use this information to provide the training or opportunity needed to help each employee meet their goals.

Management Performance

In order for managers to successfully motivate employees, they first have to be motivated and committed to the performance appraisal process themselves. Management reviews are just as important if not more to the overall success of an organization because it sets a model of how performance is evaluated at the top level. The investment needs to be higher at the management level because it is not just the positive example that will trickle down to all employees, but the mistakes as well.

Management performance evaluations should concentrate on:

Recognition and respect are the two most important motivating factors in the workplace regardless of position and this can only be created when there are two-way communications. The most effective way to ensure this communication exists is with a consistent and effective performance appraisal process. Once the individual factors that motivate and empower each individual have been identified, managers can use this information to retain top talent within their organization. People inherently want to succeed so by giving your employees the tools and opportunities, you will build a strong foundation for a successful business.

Achieving harmony in the workplace

Achieving harmony within the workplace is at the top of the list of important concerns within the hospitality industry. Creating a harmonious work environment between individuals, between management and employees, and between employers and employees presents an exciting opportunity for personal development in the exciting environment of the food service and hospitality industries.

Hcareers interviewed several people in hotel and restaurant jobs, as well as employers, about what they see working when it comes to creating a work environment that sees everyone working together as a team. As the process showed, challenges are bound to arise when people work together, but these challenges only create the opportunity to achieve better communication.

The Hiring Process

Harmony within the workplace begins with the staff, and so the first place that most employers start creating that harmonious environment is at the interview. A good hire is the most important step in creating an environment focused on teamwork and building good interpersonal skills.

Kelly Shepherd, kitchen manager at Bottom’s Restaurant, says that listening to the opinions of current employees about the interviewee is critical.

“We live in a smaller community, so often we will have people who know other members of our staff applying for jobs. This can work in their favor, or not. If a current and valuable staff member has had an issue in the past with a prospective employee, then obviously there are some red lights. If, on the other hand, current staff members have had the opportunity to interact positively with the interviewee before, then we are already a step ahead in the process.”

Open Door Policy

The open door policy is probably the most tried and true method of maintaining workplace harmony, not only in the hospitality interviews we conducted but in other areas of the workforce as well. This approach simply means that managers and employers make sure their staff knows that they are welcome to come to them with any potential challenges at any time and that they will seek to overcome those challenges together.

When the open door policy is used as both a listening device and a method for finding solutions, the process is looked upon favorably by employees. Dirk, who works at The Keg, says that not only does the management at the restaurant listen to employees’ concerns, but they also encourage solution proposals.

“It’s great because it is not just a ‘venting’ situation. We have the opportunity to air our grievances, but attached to that is the responsibility of helping to create the solution. And when you see the solution put into effect, and that it works, everyone feels good.”

Empathizing Programs

By far one of the most innovative solutions we came across was a hotel interview with the management of The Sandman Hotel. A challenge faced there was perhaps typical to the hospitality industry; one department would face a lot of heat over the perception that another department’s job was not being completed.

“Our desk staff, of course, are the people who have the most interaction with our guests,” manager Denise Chang clarified. “Guests who are not happy with the time the housekeeping staff comes around would not complain to the housekeeping staff, they would go to the desk. The desk, therefore, would feel the brunt of the negativity that arose from a challenge that they had no control over. It led to some interdepartmental tensions.”

In order to help the staff better understand each other, Chang and the other managers came up with an innovative solution.

“Instead of trying to explain to each person how the jobs in the other department worked, we scheduled our employees for a short shift in the other departments. That way, our check-in personnel not only knew some of the constraints that housekeeping worked under, they also had a better idea of how to answer guest concerns. And of course, the same was true for the housekeeping staff in understanding how the check-in process was accomplished.”

Employees at the hotel agree that the plan worked. Housekeeper Marit Igwe says that all of the staff achieved a greater appreciation for what other departments accomplished in order to keep the business running smoothly.

A similar situation was found during a restaurant interview, where employees at Boston Pizza go through a promotional process. Jake Malhoun currently works as the main food prep but began as a dishwasher.

“In order to advance, you have to have an appreciation for all the jobs that your work is going to affect. Starting out in the scullery definitely makes you more aware of the importance of organization. Moving to a cook position helps you to understand what it feels like when a certain item runs low or runs out during a peak time. You can definitely do a better job if you understand the jobs around you.”

Expanding personal communication skills, encouraging staff to work with ownership to overcome challenges, and assisting employees to identify with each other are some great ways to achieve harmony within the workplace. This atmosphere will not only help to create a better work environment but within the hospitality and foodservice industries, it will be reflected in the atmosphere experienced by guests. Implementing some easy strategies to create a harmonious environment will always be reflected in the bottom line.

Casino and Gaming Industry

The hospitality industry as a whole is entering what analysts are predicting to be a period of unprecedented growth, but no other sector is expected to perform as well as the gaming industry.

In addition to the long-time gambling strongholds of Las Vegas and Atlantic City, there are now over 360 Native American-run gaming facilities in the United States. Together, these operations generate nearly $80 billion in annual revenues. The remarkable profit potential associated with the sector has prompted many states to re-evaluate their positions on gambling, and some analysts have predicted that further deregulation could spark even more future growth.

There are many different types of gaming facilities, but one common denominator most share is an ongoing need for skilled personnel with experience in the hospitality industry. Although the unique excitement of gaming is often the strongest draw, most gaming facilities also rely on an array of comfortable, inviting hospitality amenities to attract and retain loyal guests. Often, casinos are co-located with luxurious hotels; others have a nightclub-like environment. Most popular casinos also offer their guests world-class dining facilities.

The bottom line? If you have a hospitality industry background, it’s very likely that you’ll be able to find work at a casino. But before you make the leap, make sure you’ve considered your expectations and options carefully. Although casino work can be exciting and lucrative, these fast-paced environments don’t suit everyone.

Casino Work: The Good, the Bad, and the Ugly

As with work in any sector, there are advantages and disadvantages to employment in the gaming industry. Some of these are similar to the pros and cons of any hospitality job, while others are unique to the casino environment.

  • A Lively Atmosphere – If you’re an outgoing person who is energized by rowdy, fun-loving crowds and interesting characters, and you don’t mind being surrounded by tobacco smoke and free-flowing alcohol, the casino environment may be a great fit for you.
  • An Emotional Roller-Coaster – Over the course of a single shift, you’ll be expected to interact with customers riding the high of post-jackpot jubilation and those who just lost thousands of dollars in the blink of an eye. If you’re compassionate and can read and respond to people well, this may be a great role for you.
  • Geographic Limitations – Although the gaming industry is spreading, the most lucrative properties are still those that are clustered in and around a handful of large cities. Nevada remains the epicenter of the North American gaming industry, and it’s where most experts recommend that new recruits migrate to break into the field. If you’re not up for an adventure that may include relocation, or if you have local ties that would make a move difficult, casino work may not be a viable possibility.
  • Licensure Requirements – While specific requirements vary from state to state, most jurisdictions require all casino employees to apply for licensure or certification, even if they are service staff who don’t personally engage in gaming activities.

Tips and Hints for Breaking into the Gaming Industry

So, you’ve considered the pros and cons carefully and you’re still interested in finding work in a casino or gaming facility. What next? Well, new jobs are constantly being created in this rapidly growing field, but experts caution that finding the perfect position can sometimes be tricky.

  • Start Small – The gaming industry is built on trust and tradition, and seniority is often very important. It’s unlikely that a newcomer will be hired at a top casino with no previous gaming industry experience. So, set your sights a bit lower for your first casino job — try to find work at a lesser-known facility. Having a bit of verifiable industry experience will go a long way toward helping you get your foot in the door at one of the more popular casinos.
  • Follow Instructions Carefully – Unlike work in a typical restaurant or hotel, casinos and other gaming facilities are strictly regulated environments, and employees are often required to adhere carefully to an array of procedures and policies. Demonstrate your willingness and ability to follow rules carefully during the application process. Be a stickler for details; this is not the time to flaunt your creativity!
  • Strike the Right Balance Between Friendliness and Formality – Although your experience and work history are vitally important, your comportment and demeanor may be the factors that determine whether you get the job you’re looking for. According to Paul Flowers, the director of the Gaming Lab at the Community College of Southern Nevada’s Cheyenne campus, you should aim for a manner that is deeply courteous while remaining impeccably professional. Excessively bubbly, over-the-top personalities are not typically appropriate.

Casino work isn’t ideal for everyone, but gaming facilities do offer unparalleled excitement in a dynamic, often glamorous environment. Armed with these tips, you won’t need beginner’s luck to break into this rapidly growing sector of the hospitality industry.

Behind the scenes with a hotel manager

Brian Sparrow has the hotel business in his blood. His grandfather founded The Norwood Hotel, a boutique operation, in 1937, so it’s no surprise Brian decided to carry on the family tradition after working in almost area of hotel operations while attending college and attaining a commerce degree. By 1999, he was the assistant general manager and has been the hotel’s general manager since 2003.

To hear him speak is to know he thrives on a career with variety and challenge. “The thing I enjoy most working in this business is your days are never the same. You need a whole range of skills to be a successful hotel manager.”

Among the Skills Sparrow Lists

  • You have to relate really well to people, not only to your customers, but you have to know how to handle your own staff. The human resources function is as important as your marketing and accounting functions.
  • You have to be level-headed because of all the different people you’re handling.
  • You need a solid financial background because you’ll need to understand accounting.
  • You need a solid marketing background. This is especially important for an independent hotel, not tied to a flag, where the hotel does its own marketing.

And forget having a 9-to-5 mentality. The hotel manager is on call 24 hours a day. While there are certain tasks handled daily or weekly – studying staff reports and occupancy reports, meeting with the assistant GM, going over staff and room assignments, meeting with the food and beverage manager, and going over room inspections, to name the main tasks – you can receive a call at virtually any hour to handle a hotel-related situation.

Says Sparrow, “If you’re not here at 1 a.m., you have to have someone just like you in the hotel at that time. This is a job that requires total commitment and dedication.”

On top of what goes on inside the hotel, you have to be involved with the community as you help promote the hotel to the outside world.

A typical day?

8 a.m. GMs are in their offices before 8 a.m. to get a handle on what happened the day before. They study labor and revenue reports to get a sense of the day just passed. Then they forecast the day ahead, studying any issues that might arise, whether there are VIPs coming to the hotel if there are significant catering events planned.

10 a.m. GMs walk around the hotel to visit their staff.

11 a.m. GMs return to their desks and handle messages and their own tasks, whether communications or administrative.

Lunch. Entertain a guest or employee.

2 p.m. Return to administrative tasks and ongoing projects.

4 p.m. Hold staff or communications meetings, mid to late afternoon, close to the time of shift changes.

5 p.m. Walk the property and make the transition to the evening shift.

Anytime: Be on call for issues that arise.

The hotel manager’s career path

The path to becoming a hotel general manager is changing, say those in the industry.

“I’m not sure there’s one clearly defined career path,” says Graeme Barrit, president of the North American Coast Hotels chain. “One of our GMs has a sales background; one, a food and beverage background. Today there’s a bias to a rooms background, but that’s not graven in stone. A lot of that would be based on the size of the building. The smaller the building, the likelier the hotel manager is to have a strong room background.”

Today’s GM needs to have an undergraduate degree. But, as Barrit says, this degree is generally no longer enough to reach the GM level. Candidates “need to be better communicators, better leaders. Leadership is couched in experience and learning, which doesn’t have to be hospitality-specific.”

He adds, that successful hotel managers will combine these qualities:

  • Strong operational management ability
  • Deep knowledge of the hotel business
  • Effective leadership skills

​Small or large hotel?

The main difference in working for a small or large hotel, boutique vs. chain, is the team at your disposal and how hands-on you are. “In a really big hotel,” says Barrit, “you have a rooms division manager, a director of food and beverage, and others, and you’re working with them. In a smaller hotel, there aren’t a lot of layers, and you’re working with supervisory staff vs. managers and directors.”

These different-sized properties can attract different personalities. Says Barrit, “Some people grow to bigger properties. Some are more comfortable in a smaller, more personalized property.”

At the end of the day, though, hotel managers in both small and large properties are focused on quality service and a quality product, both for employees and customers.

Tips to get ahead

  • Talk to other hotel managers in the industry.
  • Be responsible for your own career. Don’t wait for someone else to be responsible for your progress.
  • Find a mentor. The hotel industry is made up of people genuinely interested in their teams.
  • If you’re already working in a hotel, try different positions, cross-train and try different departments. These people get ahead because they learn about the different cultures and revenue centers.
  • On the job, be innovative and show initiative.