Building a culture of Engagement at Dorchester Collection

Building a culture of Engagement
at Dorchester Collection
Rachel Angell
Performance Improvement Manager, UK Hotels
Our Values
A systematic approach to
attracting, recruiting and
retaining highly engaged
employees
CORE strategy
Reinforce the culture of highly
engaged people through
organisational culture
effective and
inspirational leadership
Deliver the ultimate guest
experience
4
Overview
We maintain that guest engagement results instead from the
combination of:
• inspirational & innovative leadership;
• engagement and
• development of our people
We understand that employee and guest experiences are
inextricably linked, and therefore they are managed
together and not as separate entities.
Our simple formula:
Engaged Team
Engaged
Guest
Attraction
Developing our employer brand
We worked with employees across the Collection to relaunch our employer brand.
• Introducing social media platforms
• Redesigning our website
• Re-introduced ‘The Value Awards’
http://careers.dorchestercollection.com/
Attraction
Attraction
Talent
Selection tool
We have aligned our recruitment tool to be both an
instrument for hiring talent as well as a driver to
increase guest engagement.
+
Fit
x
Investmen
= t
Growth
Our recruitment tool is based on the strategy that while we
can teach our people to check in guests or serve coffee, we
cannot teach them to ‘care,’ ‘be empathetic,’ or possess
‘attention to detail.”
We then select those with these identified talent
characteristics, as they are best able to meet customer
requirements.
Attraction: talent characteristics
self esteem
exactness
responsibility
guest centricity
team
positivity
empathy
caring
command
self-esteem
service
guest centricity
empathy
coachable
service
guest centricity
positivity
empathy
caring
work-ethic
responsibility
team
empathy
caring
service
persuasion
learner
resourceful
9
Attraction
top performers
benchmark
contrast performers
benchmark
candidate‟s
assessment results
Developmen
t
Developmen
t
Dorchester Collection Academy
Inherent to our culture is providing our people with the
opportunity to be part of a developmental journey so they
can achieve their full potential within Dorchester
Collection.
Along with „on-job‟ initiatives, centralizing the way that
people move through the Collection is key to a joined up
approach to talent development whilst ensuring our
guests experience consistent and excellent service.
It also means that people from different functions and
properties come together, can share their development
needs in a safe environment, discuss experiences and
learn from one another.
Developmen
t
Dorchester Collection
CORE STANDARDS
ENGAGE
CORE
LEAD
EXPAND
INSPIRE
Property, statutory , on the job and business intelligence training
YOUR FUTURE – People Development Process
Engagement
Engagement
Engagement
Linking Employee & Guest Engagement
Conventional employee opinion surveys are quite robotic
with numerous questions.
We have simplified this measurement tool for leadership by
identifying and focusing on the critical drivers of
employee engagement.
By applying the 80/20 rule, we narrowed down the playing
field and identified 16 key drivers that directly correlate
with our overall score.
This was statistically and scientifically proven by our
survey provider, and linked with our guest engagement
surveys
Engagement
Engagement
Engagement
Proving the Link
Engagement
Guest Engagement: Key Drivers
The hotel
showed that
they really
know &
understand
me
I felt
welcomed
and at home
from the
moment I
arrived
I felt
genuinely
thanked and
appreciated
for my stay
Everyone
truly cared
about my
needs and
personal
comfort
The hotel
team worked
together
seamlessly
Engagement
In Dorchester Collection, about 1 in 5 guests expectations
are not met
58% of guests who didn‟t experience PROmisses are
much more likely to stay at another DC hotel.
23%
This number drops significantly to
just if
PROmisses occur. However, if we handle problems with
excellence, we restore confidence and
51% of guest
will try us again.
On the other hand, if the guest are only “satisfied” with how
we handle PROmisses, the likelihood of them staying at
another DC hotel decreases to
22%.
The
ultimate
experience
Results: People
• 3% year on year increases see overall employee
engagement at 77%+ and satisfaction 90%+
• We have saved over £1.7million in attrition costs by
developing, engaging and retaining our people
• Due to The Academy induction program: people leaving
after 100 days has dropped from 21% to
14%
• 446 people were promoted or transferred within the group
proving we are an employer of choice - an 13%
increase year-on-year
• Turnover has decreased from 29% to 17% in two years
The
ultimate
experience
Results: Guests & Business
• Guest engagement increased by
£7millon
10% calculated as an
increase in revenue
• The number of actively disengaged guests decreased by
7%
leading to a saving of £8million
• Guest complaint handling improved by 3%
• December 2012 : 19 key performance indicators: 41%
targets on or above budget
• December 2013: 27 key performance indicators:
targets on or above budget
67%
Building a culture of Engagement
at Dorchester Collection
Thank you