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World Café feedback notes 25 March 2019...2019/04/25 · 1 World Café feedback notes – 25th...
Transcript of World Café feedback notes 25 March 2019...2019/04/25 · 1 World Café feedback notes – 25th...
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World Café feedback notes – 25th March 2019
Please find below transcribed notes from the HR in Hospitality Conference. We hope
this will help you in taking forward these important questions into your organizations.
Thank you for your active participation!
Question 1 : How can we ensure that HR remains on the top table as an Executive
business partner throughout 2019 and beyond?
Leadership and Brains Together
Show how we add value
Shout our Successes – Dashboard
Help leaders of departments – solutions for issues
Hard dept – not fluffy!
Be out & meet – not in office
Eyes and ears of ‘Top Table’
Get HR in first on opening
Big data Back up
Being commercial
Be out – Be enablers – Be open
Links with all – CFO/S&M
Innovation to changes every day – keeping up with the trend – keeping ahead
of the trend
Move away from paper – Move to technology
Investment in Finance – P&L
Understanding the business element and having a strategic element aligned
to this
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Have an Open Door Policy
Ensure HOD’s understand what HR does and the values. The business
understands HR -= Value in HR- Part of Strategy
Invest in People and resources and show business the output (as we don’t
generate an income)
How does investing in HR invest in productivity
Metrics are not enough. Need to make business case per item to listen
HR should be seen as a wingman
The right GM should support HR
Competence and strength of the HR Team
Influencing skills and communication: by default be on top of everything
Can’t just be sat in an office. Think less about processes
Being a business partner
Be more aware of what’s happening in the world
Partner with all management team not just finance
Technology and finance equally important
Ensure we have a wide knowledge
Strong and open minded, getting right people on team
HR Team fit business culture
Not to allow legislation create HR being robotic rather than culturally aligned
ie GDPR
C Suite need to be true to the culture
HR Support and ensure teams are ‘the culture’ aligned to strategy etc
Need to challenge the ‘Top Table’
Ensure leaders are responsible – it’s not for HR to do it – We are not the
‘form owners’
HR to show we add value
VUCA – HR is trusted and is expert
Good data around people and feedback from employees – make an
understandable format to feed back
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Measurable if you can prove that you achieved
Shout out the achievements you have already
If you haven’t got an HR voice – create one
Involvement in strategy
People component has a massive impact
Look to other industries that are trendsetters
Focus on leavers – need to also to focus on retention
Engagement survey – annual is too long
S&M – Depends but potentially get them on side
Staff perception not traditional
First person to employ HR – Then get the right people
It is a people business
HR on the top table /credibility – understand the business
Broad view
Strategic not reactive
Use people development/not HR
Look at it as an income generator
Must deliver results – measure results
Bigger than people development
HR – Finger on pulse. Local environment
HR – The glue that holds everything together
People and culture
HR isn’t always on the Top table so sometimes needs to get there first -
mediator and challenger
Dynamic in thinking
Communication and teamwork with CEO/GM/Directors – constant touch
points with all levels of business
Talent Strategy – to meet Company goals and business strategy
Not just ‘HR’ – culture/leadership
Statistics and analytics – ROI – Use the same language
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Commercial awareness and involvement
Set out a clear vision – understood and agreed with CEO
Seeing bigger picture and getting basics right from beginning
Connecting business goals, eg profit, strategy, people
Understand all stakeholders and how they think, then address each
accordingly
Stop being paperwork focused
Speak the language of the business
Gain trust of The Board and explaining ROI
Be agile in new world of recruitment and new ways to find people
Bring some certainties of the world
Use analytics- data telling uis – influence commercial
Alignment MVV
What do we do as a function – Use of emotional intelligence
How we can adapt to other peoples’ learning styles/perception of the industry
Selling the Brand to new employee’s ensure people at Top Table understand
that
On top of your game – You are at the top of your game as an example –
ahead of trends and knowledge of what they are
Being flexible and agile – open to change
Research trends – across different sorts of people – different rotas/work times
etc
Better placed to advise long service people vs new people
Know what each generation wants
Be aligned to CEO – hiring – important – align and retention
Ensure point is heard – Listen- joined up thinking
Be fluid in language – speak their language
Align with Finance – but others too – Leadership team and one message
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Be a sounding board – coach MD/CEO – Present options and
outcomes/impact
Be leaders – not doing screenings of CV’s, letters etc – empower HOD’S
Didn’t realize that there was a risk HR was not at Top Table . HR always
needs to imprint and not remain stagnant
Educate senior leaders
Senior leaders – what they’ll gain from HR at Top Table
If involved in any OD,L&D, HR needs to be true to shape the HR Strategy to
help put this into place- HR delivers the vision
HR needs to know everything about the Organisation and HR Function
Not just an Admin function. HR can pull all pieces together (the glue) of an
Org
It is such a disruptive world and HR need to help solve some of the
challenges
HR needs to prompt and remind managers they need to make changes (put
quality time together) our role is to get leaders to think
If you build that ‘trust’ leaders will come to you with their challenges
Need to find courage to challenge and know our business
Talk to people outside your network
The Hospitality industry is all about people and integral to the sector. The
people drive the culture of the business
HR = Pulse
Start speaking their language ie measure etc
Senior leaders can be influenced by solid HR data and metrics – know what
you are talking about and show value
Be able to be strategic with your data to ‘join the dots’ ie CTS increases in
line with profits
Understanding the word ‘Investment’ meant from a people perspective
Ensure you are collaborative working relationships with Exec Team
What does the CEO actually care about and how do you link this with your
strategy
Open to change -analyse everything
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How do you bring the Board with your ‘Shaping and Influencing’ – is key to
HR Leader role
Positioning in HR
KPI related
Stats, data ,trends ,local implementation
ROI in business
Ability to have difficult conversations
Don’t work in silo - Visibility, Cost of business partner
Empower and facilitate conversations
How is HR impacting finance, Sales, Ops etc
Demonstrate how HR can impact the strategic
What are the expectations – help to deliver the strategy
Lead by Example
Link what you do back to business objectives
Metrics(relevant) HE Analytics
Evidence based HR
Knowledgeable and Up to date – HR and non HR
Understanding the business – business savvy
Guardian and gatekeeper of the vision and values
What is the ROI & demonstrate how you’ve achieved this
Deloitte 1% increase in engagement – 0.6% sales
HR needs to be the right hand man/woman to the MD/CEO – Truly business
partnering
Be prepared to have the courage to challenge and take risks.
Right hand person of GM – Sense check
Business transfer
Must have background in Ops: critical for business know how
Pushing admin to the line managers, aligning focus
Must be able to influence the Board
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Understand the business
Bring in experience from other sectors
Still need some of the Fluffy Stuff
Q2: Where does the people agenda need change and innovation? How can we
achieve this?
Flexible working policies
Reward and recognition strategies, more generations
L&D strategies, succession planning, career progression, internal pipeline
Wellbeing agendas (link flexible working)
Digitalisation app based
“Returnships” = second career
Reputation in schools and colleges
Opportunities within hospitality
More of a career
Changing the mind-set of the UK
Technology to be more forward
Philosophy on modern day work- modern flexibility
Gender pool? Talent pool, having a leader that buys into change
Can a budget support technology?
Independent business vs large organisations
Organisation structures- multi tasking
Bring in technology more to HR function and how to use it
Use analytics where comments can be analysed to see if it is positive or
negative
Other functions need to take ownership of the people piece ie. Bonus plans
Metrics
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Flexible approach/ partner with GM to make it work for our industry
Keep focusing on innovation- the sooner HR can do the better
Looking at retaining learning in the business
Let people take risks and don’t be afraid to make mistakes
Yes HR needs to change, if you stand still you get left behind, you need to
think outside the box
“ the only thing that is constant is change”
Wellbeing is a reaction to change- all of us will be doing something to stay
ahead
We used to think differently about how we employ people and retain
Are we brave enough to try things? (e-learning platforms)- do we expect them
to do in their own time?
Systems and technology is fast paced but our systems hold us back
Need to embrace new systems
Why are we seeking permission to do these things?
We’ll never change otherwise. We know what we are doing works so why
change it? Unless we change our HR approach/ thinking we’ll stand still
We need to ensure tools (time, space and trust) to make this happen
How can we adapt to what staff want (sabbaticals, changes in some sectors-
remote working, flexible working)
Trust- Nike/ Netflix, you can take as much leave as you want
Are we too focussed on employing full time people on split shifts
Ditch appraisal
Culture- what is it? Informal/ formal ongoing chats
Always questions what we do
Training- should be interactive eg apps in training if not IT literate
All systems should mix
As a guest AI log in not personal – if use AI need to communicate to make
positive
AI good if enhances guest experience
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Approach to recruitment, talent scarce and going to get scarcer- how will we
do it differently?
Personalising approach to talent development
Ask the questions why? Understand what you are implementing
Use new technology- improve quality of the output
Mobile app- feedback from employees eg. Millennials
In danger of overlaying technology
Change in communication- app
Communicate in terms of benefits and progression, younger and older
women- business appealing that matters to them
Educate young people, back to the beginning
Change within culture- industry change behaviour- two prong approach
Linking it to the strategic priorities, 5-year plan
Change culture around recruitment and ER
Relationship focus
Empowering/ change way we view. Guidance to empower/ change
Value added job descriptions
Write job descriptions 6 months in
Relooking at our values
Communication
Hotel working hours and unsociable hours- line manager stating flexible
working won’t work. Help them to think outside of the box
Technology and communication- e-learning
AI need to be more people focused
Be mindful not to lose human touch with technology
Understanding that different guests want different things
Need to promote hospitality as career of choice in UK particularly with Brexit.
What is the people agenda – being happy – want to come to work
Happiness is the key
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Look at individual for guide not continue alter approach
Happiness is linked to good pay
Trust staff
Become more flexible
Young people learn differently, eager to learn and get involved, contribute
their own ideas. Changing the approach
Facebook style communication internal intranet, apps
Easily accessible
Constant feedback
Confidence building, coaching, mentoring
Side dreams – create in ways to make it work
Flexibility – how does this work/what does it look like – how to succeed in this
Education on how to do a rota and other options
AI = free up HR to coach, mentor, emotional intelligence, actual human
interaction
Balance for compliance – comfort in a policy?
The work environment
o Promote flexibility & what does it mean
Fill the skills gap
o Kitchen – changing environment
o Exciting times – home brew
Hospitality is changing there is a lot more focus on why people are
leaving/staying
Front of house v back of house
o How we treat guest v how we treat staff
Cared for
HEART OF HOUSE
L&D Greater enhancement and investment
Augmented reality, products, price will drop, we need to be ready
Parent evenings
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Make more conversations with people
Get more direct feedback from colleagues
Get frequent feedback – on line (happy sheets/clicks)
User friendly technology – give accurate up to date feedback
AI is against hospitality (people focused) people want to deal with people
Use pulse to shape our actions/focus for our people agenda
HR to be art of setting the people agenda i.e. KPI’s
H& and GM need to be more aligned
HR to influence GM with innovative thoughts etc. aligned to overall company
strategy
HR get involved with forecast of business
Technologies
Tech allowing you time to do the good people stuff
Used in L&D in some cases it’s ‘great’ Millennial’s love it
Use it to make our job easier
Great to measure and see how we’re doing
Artificial
Huge…Thomas International. Normal working styles, under pressure etc.
Flexibility in HR/Job share
Perception of industry needs to change/schools & colleges
Apprentice needs to be introduced offered more
Sponsor Qualifications
HR need to be better at PR skills
Sustainable for the future
Look at sharing employees/students
Talent pool, who we think can join the business, are we open minded
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Skills set from outside the industry
Finding out what people, passions are, engage inside and outside the
business. Attract talent
Tools and tech are great but must be used properly
L&D must be supported by people
Technology must be switched off, it is a xxx addiction
AI (hospitality is a people industry)
Droids
Question 3: “Three Quarters of the UK millennial employees say that the option of
working flexibly would make a job more attractive to the, while nearly a third would
prefer flexible working to a pay rise”. In light of statistics and commentary like this,
how can HR overcome the traditional barriers that exist in the hospitality industry to
flexible working?
Allow people to assign their own shifts
Allow people to be on standby like Airlines industry
Bank of Agency workers - preferred ones
Allow encourage Cross Training of people
Regulate maximum hours allowed at work
24/7 But managers “no we can’t do that” immediate barrier removing that by
creating understanding
Showing by example – turning negative into positive
Casual workers allow flexibility
Treating people as individuals
Use of technology don’t need to physically be in the place. Ie couple of hours
out of the day and do it later. See it in action and demonstrate to others.
Trusts and confidence
Working from home bad connotations
Wellbeing mental health
Reprogrammed all of the managers
Who’s trained the managers to do the roster and who checks them
Education
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Depends on the property
Element mindset shift
Focus on headcount no on the number of hours.
Shout more of the successes
This isn’t the main job what are the values adds.
Working with them what are their dreams
These are the shifts but what are here are all the other benefits.
Mindset in the decision making process
Education they will get it soon. Making people work the hours they are
contracted and make sure they are paid.
More people on flex working more input better business.
It bugs the hell out of me that we do the rota. Allow them to do their own!
3 week rolling rota – 1st week fixed/ 2nd week check with manager/ 3 week
change
Look at people we are hiring
Promote flexible working
It means juggling a little bit.
Everyone at adopt an open mind
Understand what drives a person
Balance the workforce in life - pays back
Remove perception that its for parents or colleagues with children
Outline what would like to be – Not have Job Descriptions
Also what flexible working might look like for you
Possible technology solutions for colleagues to select their own shifts
Invest in L&D to hire working meters refine etc to get them into our workforce
Compact hours
Look at traditional contract and make a change.
Skills shortage and Tech
Constraints below levels needed
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Flexible working/ Look at different hours
App/ Booking for people onto app - hours / pay
Employee Bank
Temp Agency
Stay on the books
Presentations very important/ Problem.
Millennials “ We trust everyone with flexible working”
Part Time/ Flex is a must
I feel like a trail blazer hotel
2/3 examples to set the culture.
Flexible working and Work Life balance – In focus groups
Taken information from Floor
Presents to HODs
Be flexible
Negative reaction – Cant plan – Push out rosters.
Looks at difference – Not 40 hours
Open Mind make suggestions
Guidance for mangers
“We always did it this way”
Continental hours in kitchen - Still have T/O
Create roster around them
Create hours - allow flexibility.
Everyone should appreciate flexibility
Open-mindedness to flexibility
Understand that there is greater focus therefore greater productivity
Make flexible working an approachable subject
Employ more people to create greater flexibility
Celebrate the opportunities though shift pattern
Don’t make this a scary subject
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Greater buy in to working remotely
Be more open to casual contracts and flexible working request for all
Create innovative shift patterns
Develop a greater use of technology
Let people write their own rotas for how they want their shift to be
Offer every employee a work from home day to focus on training, admin tasks
etc. Competitive collaboration
Demonstrate a top down approach to the possibilities of working flexibly
Really understand flexible working
Utilise ‘plan day app’
Promoting flexibility within the industry and to the wider world
Talk about the openness of career breaks and the opportunities that this can
provide
Define which roles can and cannot be flexible or how they can be made
flexible
Challenge manager on consequences of declining Flexible working request
Train managers better on flexible working requests
Introduce more job shares
Why can’t more senior roles be on a zero hours contract
Discuss product icy of working from home
Understand what people want
If hotels are open 24/7 and can be flexible and expect their staff to be flexible,
why can the staff expect the same of the hotel
Old school attitudes of managers who do not have first-hand benefit of
flexible work themselves
Managers need to be brave and break the barrier
Identify a way to effectively measure flexible working productivity
There needs to be a culture in the industry of flexible working
Support those who are looking to come back into work who need flexible
arrangements
Understand what the value is to the business by having flexible work
Greater presentation of business cases to educate HODs
Show willingness to try
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Give something back and trust others
Stop long working hours full stop
Assigning different demographics to different shifts
It is not just a millennial concern and disregard this word. Flexible working is
becoming more of a priority for everyone
Can you make roles and requirements more flexible
Board buy in
Lunch shift only in restaurant
Focus on looking at the end of someone’s working life
Have just one core shift and fit other requirements around this
Question 4: Work-related stress and inadequate mental health support are
among the top reasons for poor people performance and turnover - it is
imperative for organizations to reduce the pressure and support employees.
How can the HR profession support to reduce stress and support mental
health at work?
Open Door Policy and have a culture of “its ok to talk” – openly publicize
contact details of those that can help
Proactively track indicators such as sickness
Line managers to have regular chats with the team around wellbeing
Make a mandatory 10 mins chat with a mental health support worker on a
regular basis who can spot issues and pick things up
Keep a closer eye on night workers
Enable managers to know “how” to deal with issues
Casual conversations – “how are you” and making time to talk
Get to know your people
Have trusting relationships with managers
HR are not the experts on mental health – it needs to be external support
Return to work interviews need to be done properly and not just a tick box
exercise
Line managers also need to build in space to think in their days to support
with these types of initiatives
Its great to support work life balance as managers but if they send emails
early or late in the day and at weekends, this sort of behavior undermines this
message
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Phones, laptops etc are disconnected after a certain time in the day
Act in a way that supports the message
Education is needed to spot the telltale signs of mental ill health
Talk about this in orientation
Encourage all people in the industry to engage with Hospitality Action
Be aware of negative influencers within our business that impact on mental
well being
Mental health experts don’t necessarily have to be HR, Managers, etc….
Invest time to understand the causes of stress
Are we being realistic in what we are asking of our colleagues and managers
in their time
Call it “mind Health” not mental health
HR have a huge role to play in the mental health conversation, influencing the
exco team for their support
Run workshops to create awareness
Have difficult conversations away from the workplace
Create an open culture
Conduct surveys to assess stress levels
Prepare managers - train and develop and educate them in “what not to do”
and equally what to look for (the signs). Manager attitude to stress and their
approach is key (their attitude and how do they deal with someone with a
broken leg for example is often sympathetic compared to someone off with
stress is often not believing them)
Wellbeing days/weeks – not just a one day/week event in the annual
calendar, it needs to go beyond and include the other 51 weeks, need
constant activities. Focus on not only how many ‘steps’ have you done, but
how many ‘hours’ have you slept? What sort of food have you eaten as
nutrition is key to wellbeing?
Run training sessions – mental health first aiders should be in every
organisation (Hospitality Action), dedicated champions is key along with
education
Technology – use Apps, post sections on wellbeing ‘Lifeworks’. Set up your
EAP as an App (test alcohol levels, refer team to counsellors) via Apps or set
up financial management Apps as many staff in sector often work ‘hand to
mouth’ or send money home and need to be supported with financial
awareness and money management
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Flexible working – worklife balance strategies, sabbaticals, career breaks,
unlimited holiday policy (24 days is taken on average), create a real focus on
worklife balance and understanding life outside work.
Positivity – change the narrative so people are not fearful about going to HR
and remove the stigma. Make sure others are safe and reassured as some
colleagues may be concerned after witnessing an ‘episode’ or may turn
violent
Talking about it – encourage open dialogue and feedback, HR has an open
door. Help people to discover their best self’s
Help people with their dreams – “time to do that marathon”,
Caring for your staff as people - “here is some time to give back to you go
and enjoy”, “what is it you need to recharge your batteries?”
Culture – change from a blame and shame culture, stop senior leaders and
managers sending emails late at night break that bad habit as this creates
stress in the teams. Remove the stigma of frowning at people who actually
leave on time (5.30) is that so bad?
Band width – concept where busiest line manager can call out to senior
leader to support, need to set up a 2 pronged approach with Help &
Prevention
Get social – encourage participation in social events to help build
relationships and have friends at work
Get social media – encourage employees who are willing to share stories
and write blogs about their experiences
Identify triggers – understand what stress means to different people, what is
it? Sleep, anxiety or other causes, what does it feel like for people? What is it
like on a day to day basis? Resilience levels will vary for every person
Right tools – resources or lack of adds pressure to many roles and if there is
a lack it puts people out of balance and both work and home pressures add
up
Org Design – when did we last take away some tasks from people when
doing job design, we often add to workload but forget to take things away.
When did you last measure how long things actually take, we keep adding
‘stuff’ for people to do?
Manage journey – support return to work carefully, not rushed, what has
changed, help them to be more resilient
Mentoring – use senior team members to mentor younger members of team,
many of whom do not often have family close by
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