With the economy booming, choices for young people today are plenty and varied. With competition coming not only from other provinces but the rest of the world, BC hoteliers need to be creative to attract and retain the upcoming candidates known as the Echo Boom generation.
With the economy booming, choices for young people today are plenty and varied. With competition coming not only from other provinces but the rest of the world, BC hoteliers need to be creative to attract and retain the upcoming candidates known as the Echo Boom generation.
Kids Today…
The children of Baby Boomers – known as the Echo Boom generation, have their own distinct characteristics and values shaped by the events and trends of their formative years. Born between 1980 and 2000, this group lived through world events such as the Gulf War, the fall of the Berlin Wall and terrorism. Rapidly progressing technology, business scandals such as Enron, and the trend of having closer relationships with their families has all played a part in forming this generation’s values and work ethic.
When it comes to trying to recruit and retain people in this demographic, it pays to understand their priorities and consider the things they value, such as flexibility to live life outside of work and opportunities to grow and learn. When marketing the positions you have available, start by practicing what they preach. The Delta Vancouver Airport Hotel is doing just that, read on to hear their success story.
Delta Delivers What the Echo Boomers Want
Shari Avery, director of people resources at the Delta Vancouver Airport Hotel doesn’t leave hiring to chance. She targets local educational institutes such as Vancouver Community College and the University of Victoria. Delta’s goal? To hire targeted numbers of graduates in the group that is becoming known as the Echo Boom generation.
“The Echo Boomer generation likes fixed hours with holidays,” said Shari. Tracking shifts in cultural values, Delta changed their approach. The new boomers put a well-balanced life at the top of their priorities when looking for work. Delta created presentations fit for their audience, including a free 5-minute CD-ROM that they hand out to the generation that grew up with them. “They take it away and plug it in,” said Shari.
Playing for Keeps
The Echo Boomers are a generation that values training and professional development as a part of their job; the Delta utilizes this as a retention and succession planning strategy. They have found that promoting talented employees with the hotel encourages retention, which improves the employee work experience and guest satisfaction. “We have strong succession plans in place,” Shari said. Delta’s leadership development process involves recruiting candidates and rotating them through six months in two cities and two remote regions, and in a variety of staffing positions. “At the end of two years,” said Shari, “they’ve been in four hotels and four roles. They’re pretty much ready for whatever position: supervisory or management.”
One such recruit received a promotion to guest services manager. Shortly thereafter, he took a nine-month paternity leave. Shari extolled the virtues of this approach: “We need to recognize that this is a big thing. Paying your dues doesn’t fly any more.” Old-school philosophies don’t help. Echo Boomers want a life outside of work, as well as work they love.
