Valuing the opinion of employees lies at the heart of Canadian Mountain Holidays' (CMH) retention plan.
“Hans Gosmer, the founder of CMH, understood that people represented the true value of his organization. He didn’t really have a human resources plan, he just treated people fairly, and with respect,” explains Connie MacDonald, director of communications for CMH.
But since its inception, CMH has formalized numerous HR practices that are firmly rooted in the principles upheld by the organization’s founder.
While the list of incentives may seem long, and includes initiatives as diverse as heli-skiing and heli-hiking perks, long service recognition awards and an insider staff website, Connie explains that staff members are the organization’s lifeblood, and that their satisfaction is essential to the success of CMH.
“The safety of our guests is paramount, and our returning guides have essential knowledge of the terrain, weather conditions and wildlife. Furthermore, retaining staff means retaining knowledge; new staff members are introduced to our culture simply by interacting with our knowledgeable and experienced employees,” says Connie, who feels that the single most successful retention tool implemented by CMH is the Employee Opinion Survey.
This program, which was recently launched, is administered externally and allows all 500 employees the opportunity to express what they like and don’t like about their workplace, and what really matters when it comes to creating a great working environment.
“We’re able to benchmark our progress from year to year, and we can also compare our results to those of 500 other employers,” says Connie, who goes on to explain that the information is used to establish priorities and make changes, while simultaneously promoting discussion and facilitating change.
While the survey is still relatively new, Connie is convinced that it has shed light on priority issues and problem areas, while solidifying a commitment to create an even better work place.
Connie also mentions that another popular initiative is the Spirit of CMH program, which recognizes employees who exemplify the organization’s values. Staff members nominated 30 of their peers; of those 30, five names were drawn and those individuals were awarded a trip for two. CMH approached other operators who were happy to supply trips, and CMH was able to reciprocate the favour.
By actively valuing the opinion of staff members and rewarding exemplary behaviour, CMH has succeeded in enticing 100% of last year’s 110 guides to return. Some would argue that a 100% return rate is miraculous achievement; others, like CMH founder Hans Gosmer, might disagree.
“Hans would probably laugh if he read this; to him, human resources was simply common sense,” says Connie.
