Many employers in the BC tourism industry are faced with the challenge of retaining good employees. David Wetsch, general manager of Vancouver’s Ramada Limited, is convinced the best and most effective staff retention plan is also quite simple: He appreciates his staff.
In January of 2003, when David took over the management of the hotel, the low morale of the staff was matched only by the non-existent customer service levels.
“The staff members were hungry for direction and recognition,” says David, who saw the need to quickly address the issue.
One of the major changes was the implementation of unstructured incentives. “We’ve done team events, Christmas parties and dinner cruises, all of which have been very well received,” says David, who makes a point of leading by example though the respectful manner in which he treats his staff.
David explains that as a manager, it is crucial to regularly interact with staff, giving each employee the sense that he or she is part of a broader “hotel family.”
“Managers can’t play King of the Hill. They have to come down to earth and become a part of the team,” says David, who himself climbed the ranks from bell man to chief operating officer of a large hotel chain.
By initiating positive communication with his employees, David has succeeded in stemming the flow of attrition that seems to plague so many organizations in BC’s hospitality industry.
“The loss of good employees is extremely costly,” says David, who estimates that the cost of finding and training a new staff member is double the cost of a good retention plan. Additionally, he predicts that hourly rates and employee salaries in BC’s hospitality industry will increase over the next several years, in order to make the industry more competitive.
Everyone benefits from satisfied employees, says David, who personally interviews each candidate and explains the Ramada Limited philosophy, which is rooted in excellent customer service.
“Our philosophy is based on the golden rule. When staff members feel appreciated, they give the customers the best possible service,” says David. And his strategy is working. In 2006, the 80-room hotel ran a year round occupancy rate of 88 per cent. In 2007, the hotel is expecting a 90 per cent occupancy rate, and many of the customers are repeat business.
True to form, David credits his front line staff for the positive results. There is little doubt of the pride he takes in his employees, 13 of whom were honoured at Tourism Vancouver’s award dinner for outstanding customer service.
“They were honoured for going beyond the customer’s expectations. I told each staff member individually how proud I was. The recognition was fantastic,” says David.
When asked if there is one person among his staff who comes to mind as a shining example, he reveals yet another secret to his staff retention plan. David explains that he treats his employees as a unit, and he wouldn’t ever single one out above the others.
“All of my staff are shining examples,” says David.
