HUMAN RESOURCES
Recruitment and Retention: Some Creative Strategies 
by go2

Attracting and retaining staff in an increasingly tight labour market isn’t as simple as placing an ad in the paper or issuing a weekly paycheque; in fact, many properties across the province have given their HR practices a serious overhaul in a bid to entice good employees and keep them happy. 

“The importance of retention really hit home a couple of years ago,” says Mandy Farmer, Vice President of Accent Inns. “We’d always had an excellent rate of retention, and then suddenly we weren’t doing so well anymore.” In a bid to turn things around, Accent Inns made a valuable discovery. “Initially, we scrambled a bit,” admits Farmer, who explains that management’s first reaction was to offer incentives like trips to Mexico as a retention tool. “We thought we were making strides, but it was only through conducting an employee survey that we realized our staff members were looking for something a little more meaningful.”

Consequently, Accent Inns has taken the needs of their employees to heart. Staff now has input on everything from the uniforms they wear to the types of benefit plans offered. And equally important is that they’re given explanations if their requests can’t be met. “They are thrilled at having a say in key decisions,” says Farmer. 

This type of positive staff engagement is also at the core of the retention strategy of the Marriott Pinnacle Hotel, which was listed as one of BC’s best companies to work for in BC Business Magazine’s 2007 survey. “Our goal is to empower our associates,” explains Mike Truscott, the Marriott Pinnacle’s Human Resources Director. He says that staff members are equipped to handle this freedom by participating in a thorough orientation process, which is also a key ingredient in the hotel’s overall retention strategy. “We have a two-day orientation process, we match new associates with a ‘Certified New Hire Trainer,’ and new staff also receive 30-day, 90-day, and annual assessments so that they’re made aware of how they’re doing,” explains Truscott.

In conjunction with retention strategies, the Marriott Pinnacle has also instituted steps to facilitate staff hiring. Not content to sit back and wait for potential employees to knock on their door, the hotel has a very proactive recruitment process. “We offer incentives to those associates who recommend our hotel to potential candidates; we work closely with universities and colleges across the province to recruit individuals who’ve shown a passion for the industry; and our human resources department provides on-going opportunities for students looking for practicum opportunities,” says Truscott. 

This emphasis on the importance of developing recruitment and retention tactics is echoed across the province. At the Chateau Victoria, where staff retention has always been top of mind, the last four or five years have seen the implementation of even more creative endeavours. “Birthday brunches, six-month recognition, a significant staff discount, and an education allowance are all part of our recent initiatives,” says General Manager Brenda Ollis, who notes that creating a genuine atmosphere of staff appreciation is the single most important factor in retaining staff. She believes it is a key reason why 44 of the hotel’s 105 employees have been with Chateau Victoria at least five years.

Further up the coast, the Middle Beach Lodge in Tofino has also stepped up its recruitment and retention strategy. “Due to the seasonal nature of our business, we’ve got added challenges,” says Human Resources Director Keith MacLean. In a bid to implement the resort’s mantra, “Live, Work, Play,” Middle Beach Lodge has sourced accommodation for its employees to ensure they have a safe, clean place to live. “By building staff housing on the property, and then buying houses and apartments in the area to use as staff accommodation, we’ve been able to mitigate one of the most difficult aspects of retaining our staff,” notes MacLean.

Equally important is fulfilling the “Play” aspect, which is done through annual trips, parties, and teambuilding sessions. “We do a camping trip to Sprout Lake, a ski trip to Mount Washington, and offer a management retreat to Hornby Island,” explains MacLean. He’s also got an unconventional plan for next year’s hiring process: he plans to conduct interviews out in the surf. “I need to convey that this is more than just a job… it’s a lifestyle.”

Suzanne Westover is writing for go2 - The resource for people in Tourism. For more information on using human resources to improve your business’s bottom line, visit www.go2hr.ca.