HR Corner Hotel puts faith in new credo by Charles Mak One company has realised that a caring culture should extend to internal customers The best hotels have long been renowned for their attention to creating customer satisfaction. However, with its unique "We Care" programme, the Eaton Hotel, which operates under the Langham Hotels International, has gone one step further by applying the very same principles to dealing with their own employees. The programme is based on 21 credos which have been developed for management and staff to follow. These cover five key areas and underline the hotel's policy of caring for colleagues, guests and the overall business. The ultimate goal is to make each member of staff feel they share responsibility for achieving corporate success and, in doing so, morale and motivation are now reckoned to be at an all-time high. "We focus on the well-being and development of staff," says Bob van den Oord, general manager of Eaton Hotel Hong Kong. "We have endeavoured to change the overall culture to make staff feel more appreciated and empowered, and to communicate better with each other. By doing this, we have been able to improve morale and change the overall atmosphere in the hotel. We realise that happy staff mean happy customers." The programme extends to attracting and retaining the best talent. With its emphasis on mutual respect and communication, it also creates an environment in which people want to work. "Each employee is regarded as unique and as a part of the group," explains training manager Esther Fong. "This so-called YOU approach applies in all our training programmes and is a top priority." Collective thoughts and efforts can prove to be very powerful Three stages The whole journey is based on three distinct phases, which resulted from a department heads' retreat session little more than six months ago. From this came the 21 credos which each department then used to develop its own standards. For example, the human resources department will greet every internal or external customer with a smile. "Collective thoughts and efforts can prove to be very powerful," Ms Fong says. When the campaign was being launched, a daily briefing session was arranged to provide updates and reinforcement of the key points. For education, which is the second phase, something related to one of the credos is shared with employees each working day, and posters are displayed everywhere. In addition, cards placed on all tables in the staff canteen carry daily reminders, while a summary of hotel news, including special events and occupancy rates, is made available at the staff entrance. Meanwhile, continuous training is offered to upgrade skills. It is also used to emphasise the importance of flexibility when putting the credos into practice in everyday situations. In this respect, all staff are encouraged to contribute ideas and voice their opinions. The third phase of the programme depends on applying the credos to real-life situations. Different departmental duties mean there is a need for adaptation and innovation. "To genuinely accentuate the 'We Care' concept, we expect staff to be aware of what their colleagues are doing and to help out when possible," says Ms Fong. "This helps to integrate the philosophy and make it something which people live by." Long-term view To make the programme fully effective, the same principles guide the recruitment process. The hotel screens candidates to identify those with the potential to fit into a caring culture and understand the relevant values. During orientation, newcomers are taught about the credos early on and are expected to adopt them as soon as possible. "The way we recruit, train and communicate with people has changed," says Mr van den Oord. "We want to become a hotel of choice, where staff don't want to leave and people are lining up to join us. It is early to judge the effectiveness of the programme, but I have received positive responses from staff at different levels and we are confident this exercise will help in retaining high-calibre staff." The aim is for the programme to become so much a part of daily life that staff "eat, drink and sleep it". For this reason, the management team is determined to lead by example and expects staff to take the initiative in fixing problems without having to consult their supervisors. Ms Fong points out that everyone can apply the lessons learned even beyond the workplace. To take things forward, there will soon be another brainstorming session in order to maintain momentum and make the credos more alive. It will give a chance to assess what is achievable and feasible, and where adjustments are needed. "So far, people are enjoying the programme and think that it's fun," says Mr van den Oord. "Judging by that, it's a success and we are doing the right thing." Salient points Special programme makes employees feel responsible for the company's success A caring culture can improve morale and create a better working atmosphere for staff Departments have adapted the credos to make them applicable to daily operations Management leads by example and give staff the authority to deal with issues Taken from Career Times 6 May 2005, p. 14 Your comments are welcome at [email protected]