Hospitality Business Solutions – a Proposal to Turnover Rate Issue

____________________________________________________ Hospitality Business Solutions A Proposal to Turnover Rate Issue Table of Content I.Introduction —————————————————————2 Proposal Background of “W Singapore Sentosa Cove Hotel II.Proposal and Objective ———————————————–3 III.Plan of Action————————————————————4 IV.Benefits ——————————————————————-5 V.Viable Proposal ———————————————————6 VI.Anticipated Outcomes————————————————–8 VII.Necessary Resources————————————————–9 VIII.Skills for Successful Completion————————————10 IX.Conclusion—————————————————————11 X.Reference—————————————————————-12 Introduction

  • Proposal Background of W Singapore Sentosa Cove Hotel

W hotel Singapore Sentosa Cove was launched in October 2012(W Singapore Sentosa Cove 2013), which is still a new force in Singapore hospitality industry. Therefore, some kinds of operational and management problems are inevitable, and these issues have caused a certain extent troubles as shown in labor turnover rates. Labor turnover rate is frequently used terminology to indicate the percentage of employee replacement with a company. Employees are very important like assets in business running. Moreover high staff turnover rates can play a crucial role in organizational efficiency, productivity, cost structure and even the whole operation (Deery & Shaw, 1997; Lashley & Chaplain, 1999). Proposal and Objective W Singapore Sentosa Cove is targeted toward a younger generation customer group as the overall concept of W hotel worldwide. It is actually one of the famed luxuryhotelchain owned byStarwood Hotels & Resorts Worldwide. Therefore, our objective is not only to fulfill luxurious experiences for guests, but also maintain the service quality and improve brand image. At the same time, quality service labors are the prime part to achieve by our value produced before to make the actual service with customer interaction happen (Starwood Hotels & Resorts Worldwide, 2013) (W Hotel Worldwide, 2013) (WSingaporeSentosaCove,2013). To address the high turnover problems in this new launched hotel, our management team propose that we can utilize some related human resource management strategies and business solution strategies. In the following sections will suggest viable solutions such as an outstanding and adventurous training program that enable for helping HR department to recruit, select and retain capable talents those who can contribute to the objective of organization (Green, 2002). Plan of Action We will conduct an extraordinary duty related training program twice a year within 10 days (exclude weekends). It named ‘Moving the path’ as one of our mainly long-term solutions to the employee turnover issues within the organization. In this program, our employee members (below department director level) will be divided into 38 groups of 8 to perform certain interlinked tasks with given clues. The selection of the team members from every departments (Front Office, F&B, Housekeeping, HR, IT & Purchasing & Finance, Security, Culinary and so forth). It based on the HR report about the latest staff turnover rate analysis (Morning Briefing, 2012). The department managers will do an evaluation on each team performance when tasks are completed and fill up the related check form. On account of the feedback and rewards later on, our department directors will make the final decisions based on the managers’ check form and the yearly KPI records for the purpose of justice and equity. For the training, we decided to hire trainers from external resources such as Shatec Institutes ‘The training arm of SHA (Singapore Hotel Association)’ (SHA, 2013). They are famed with their own workshops with professional demonstration and practical explanation. Then we have our managers and employees get trained together, so that after the external trainers left, our managers can help with the training program to run smoothly. Benefits of Program This kind of training program oriented toward to human such as employee, customer, shareholder and owner satisfaction, as well as an objective measure of business performance (Aguinis and Kraiger, 2009). First of all, it enhances employee’s level of working skills (Persaud, 2005). Participators will have better understandings where they need to fulfill specialized skills compare with their colleagues in the process of competition. Thus employees are certainly raises the awareness of their own working productivity and service performance and resulting in financial gain (Stoner and Werner, 1994). Besides of that, this program will increase employers’ commitment to their job and their organization. Better understanding of jobs that to do well risk management (Collier, 2009). The third aspect is to reach the purpose of this program which is to meet the needs of employee self-improvement and let them attach the great attention from the organization. The fourth one is it provides sense of satisfaction, which is an intrinsic motivator. We also do varied rewards both spirit and material to motivate every candidate. Throughout this program, those employees will be found potential ambitious and effects especially their brilliance for further development. Base on that situation, job satisfaction among staffs will be increased and also implement the aim of creating organization’s sprit. That is enhancing group cohesiveness and morale via the hotel with different departments. Viable Proposal Currently our hotel is implementing an ongoing 12-month academic program SLT – Senior Leader Team. The talents are selected from hotel position Level 1 – 3 and planned to be coached individually. Through this Mentoring Program, the purpose is to broaden the talent’s insights about the hospitality business (Moring Briefing, 2012). To increase productivity, to improve the mentee’s job performance and to create a strong talent pipeline for W groups even the parent organization Starwood Hotels &Resorts worldwide. Since hospitality is an industry which need more attention on “people” and practical experience rather than inference. Therefore, we found that most of the representatives from our employees commented this existing monitoring program is not well. So we propose to start innovative training program ‘Moving on Path’, making a change for the situation of improving employee productivity and remaining their retention issues. One of our staff member, she took part in the competition ‘Amazing Race’ hosted by the Food & Beverage Management Association of Singapore which working with the Singapore Workforce Development (WDA) to develop Singapore Workforce Skills Qualification (WSQ) in 2012 (FBMA, 2013) (Yean, 2012). The idea exactly from this competition and the popular TV game show ‘Running Man’ which inspired the way how we plan our training programs to appeal the younger generation employees instead of the traditional training. (Bigbang in Running Man, 2012) This training program we designed is also compliant with W hotel mission, stated ‘Through innovation and creativity, we are committed to deliver the W promise to our guest, talents, owners and community. We amplify our unique W identity that embraces diversity and cultivate a sense of price and belonging’. And vision (Mission and Vision, 2012) ‘The lifestyle icon that continuously innovates and redefines luxury hospitality experience and embody the dynamic culture of diversity’ (W Hotel Worldwide, 2013). These are fully manifested in hotel’s decision that motivating their staff to be casting in the ‘W Gangnam Style’ MV (W Singapore – Sentosa Cove Gangnam Style, 2013). Anticipated Outcomes We mainly focused on the result of labor turnover improvement, which is employee development for growth and advancement opportunities. The rewards and recognition will help with their motivation and satisfaction to be acknowledged for being proud of their efforts. This highly-involved program gives a sense of meaning in their works for employee experience among different hotel sections. Where is the loyalty to be raised for overall quality of working relationships between employees and the organization (Paul and Richard, 2001). Afterthefirstbatchof‘movingthepath’programcompleted,wewish to see more employees get interested and involved in it. The ideal timeline to see the results is the first one year point, the labor turnover rates may not have so much rapid change, but trend is moving in the right direction and have an obvious effect after take a year efforts. After five years and further, we want to see some drastic changes on the labor turnover rates and employee performances. And, the most expected outcome is our ‘Moving the Path’ can be an ongoing training program that replacing all the traditional training session and be one of our brand’s highlights. Necessary Resources Time In order to drive employees keep feeling curious about this program; we will remain revealing partial information about this program to them before start it. For spending the time in the field of oral briefing every two weeks and literal advertising, like announcement and poster. Monetary Costs Financial support for this program is necessary but less! Since the majority of resources we use are existing. While related to ‘Moving on Path’ it will conduct in the organization itself. For instance, computer & system, camera equipment, bedding set. The costs of rest of material are less, like paper clue, mineral water. Sponsor Moreover we will choose in kind sponsor as the most significant contribution which offer the partial or full payment of goods and services on this program. In return for access to the exploitable commercial potential associated with our property. It is our strategy for decreasing the cost on this program (Chron,2013). Manpower The whole organizational staff will be participating in the program including basic level and management layer with the spirit of GM and CEO. In the meantime, we consider the risk of being professional. That’s why our team decided to invite specialized authoritative associations in hospitality industry to run this program together with our existing managers. But department heads will be leading for the uppermost operation. Skills for Successful Completion Training is one of the most important parts of an organization’s overall Strategy (Sims, 2002). Besides of a well-planned program, these skills of human capital are crucial as well.

  1. Each employee is able to planning schedule and multitasking various tasks and events. They should solve problems, be flexible with program and work changes to communicate with other colleagues. Employees need the aspiration and attitude of self-improvement and learning.
  1. Human Resource Department plays an important role in this program such as be a good program planner. They need to be innovated new and attractive training project for employees and decision. Well know each department’s working schedule and manage the whole project. They need to coordinate well between with employees and organization to get the feedback and make some improvements.
  1. For management level, they must have enough patience to their own department staff with leadership and creativity skills. A good manager must well understand of his employees. Because employees are seeking for a good mentoring during their beginning or the first working period.
  1. An organization needs to create a learning environment. It should support the program from both finance and mental aspect to care their labors. Making them feel they would have a bright future in this organization in order to control and maintain the employee.

Conclusion Labor turn over issue is a hot topic worldwide that it can results in stresses and financial impact within the organization. Hospitality industry is no exception. As a new launcher, we should keep an eye on this issue and implement defensive measure before take step to solve it like normal organizations (Jack and Adele, 2003). A talented person can only fully exert their abilities and develop the potentials in the best designed suitable training. We renovate and improve the program in the forms of diversified task among different competitions. Success is not about how many people you have defeat, is about how many people you have share with the good things and how many people you have helped with. The more you sharing, the more people you helped in result the more opportunity you will be success, as well as for our proposal (Inspired by Star Care program from Sharon Tower). We believe that our proposal reflects the way how we care about our employees and the inspired saying ‘Take care of your employees and they will take care of your customers’ said by J. Willard Marriott (Marriott, 2013). Reference Aguinis, H. and Kraiger,K. 2009. Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology. 60:451-74. Bigbang in Running Man. Ep84. 2012. Running Man. Korea: Youtube, June 4th [video: VHS] . Chron.2013.TypesofSponsors. [online]Availableat: [AccessedNovember18th 2013]. Collier, P.M. 2012. Fundamentals of Risk Management for Accountants and Managers. Great Britain: Routledge. Deery,M.A.andShaw,R.N.1997.AnexploratoryanalysisofturnovercultureinthehotelindustryinAustralia.InternationalJournalofHospitalityManagement,Vol. 16No.3,pp.375-392. FBMA. 2013. About the FBMA. [online] Available at: [Accessed November 15th 2013]. Green N. D. & Maxwell G. A. & Watson S. 2002. Human Resource Management International Perspectives in Hospitality and Tourism. 1st ed. Stamford Connecticut: Cengage Learning EMEA. JackJ.Phillips&AdeleO.Connell.2003.Managingemployeeretention-Astrategicaccountabilityapproach.[onlinebook] England:Routledge.Availableat:[AccessedNovember19th2013]. Lashley,C.andChaplain,A.1999.Labourturnover:hiddenproblem–hiddencosts.TheHospitalityReview,Vol.1No.1,pp. 49-54. Marriott. 2013. Meet Our Founders. [online] Available at: [Accessed November 19th 2013]. Morning Briefing. 2012. Period Working Performance Analysis. December 12. Singapore: W Singapore Sentosa Cove Hotel. Paul R. Bernthal. and Richard S. Wellins. 2001. Retaining Talent: A Benchmarking Study. Development Dimensions International, Volume 3, Issue 2 February, pp. 1-28. Persaud, D. S. 2005. Development of a Training Program for Frontline Service Employees’ Improvement of Student Service. USA: Universal Publishers. SHA. 2013. Continuing Education & Training COURSES. [online] Available at: [Accessed November 18th 2013]. Sims, P. R. 2002. Organizational Success Through Effective Human Resources Management. British: Greenwood Publishing Group. Starwood Hotels & Resorts Worldwide. 2013. Company Values Overview. [online] Available at: [Accessed November 2nd 2013]. Stoner, J.A.F. and Worner, F. M. 2009. Managing Finance for Quality: Bottom –Line Results from Top – Level Commitment. United States of America: ASQ Quality Press. The Mission and Vision of W Singapore Sentosa Cove Hotel. 2012. Singapore: W Singapore Sentosa Cove. W Hotel Worldwide. 2013. About W Hotels : W Hotels Worldwide. [online] Available at: [Accessed November 2nd 2013]. WSingaporeSentosaCove.2013.ISLANDGLAMOURUNLEASHED.[online]Available: [AccessedNovember11st2013]. W Singapore – Sentosa Cove Gangnam Style. 2013. WSingaporeSentosaCove. Singapore: Youtube, January 1st [video: VHS] . Yean,H.July182012.FBAAmazingRace2012.Facebook. [online]Available at: [AccessedNovember20th 2013].

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