Small initiatives result in big-time staff retention at the Prestige Mountain Resort in Rossland, BC.
“I’ve been in this industry for a long time, and I’ve discovered that the secret to attracting and keeping good staff members isn’t simply good wages,” says General Manager Benjamin Leversedge.
In addition to a competitive salary, the Prestige Mountain Resort in Rossland has taken a number of steps to ensure that the diverse needs of their staff are met. These initiatives include health benefits and flexible schedules.
“We try to adapt work schedules to accommodate the busy lives of our employees. Many staff members have other commitments (family, school, appointments etc.) We need to be willing to recognize their importance and design schedules accordingly.”
Benjamin also credits the strong practices established by the organization’s HR team for emphasizing the importance of coaching and training initiatives, which ensure that staff members continue to have opportunities for training and professional development so they don’t become bored or feel that their talents are under utilized.
“Once the right people have been hired, the organization has a responsibility to help them meet their potential through recognizing their contributions and rewarding their hard work,” says Benjamin, who believes that management should take a hands-on approach. Several times each year he hosts informal dinners and BBQs - where he personally prepares the food - as a way to demonstrate his appreciation for his staff.
Benjamin says that regular, small gestures are often the most effective when it comes to letting employees know that they’re valued; for instance the resort buys lunch for the room attendants during the busy season.
“We also recently gave each staff member a free night at any one of our hotels as a thank-you for their hard work,” says Benjamin, who tries to keep staff rewards varied and interesting in order to maintain a level of excitement.
Thus far, the strategy has been working. In fact, as a result of these progressive and accommodating HR practices, the resort has managed to catch the attention of mature workers who are seeking part-time hours.
“These mature individuals approached us regarding occasional work, and we were more than happy to accommodate. Individuals in this demographic tend to be responsible, bringing with them valuable experience. They also have very flexible schedules, which works well for us,” says Benjamin.
When asked what initiatives are the most successful, or have the biggest impact when it comes to attracting and retaining staff, Benjamin is quick to explain that the sum is greater than all of its parts.
“I don’t think it’s about offering one big reward or one particular incentive – I think that ongoing support from management and the continual little things we do to show our appreciation are what our staff really value in the long run.”
