Monday January 30 2017 12: 22
The hospitality industry association L'Hôtellerie Restauration and CHD Expert conducted a survey of 1,740 hospitality professionals on ways to retain their staff. Here are the results of this survey.
The French Hotel and Restaurant Association (Hôtellerie Restauration) and the consulting firm CHD Expert launched a survey last December among hospitality professionals to find out what they believe are the best ways to retain staff and thus avoid turnover. The survey received 1,740 responses (1,062 employees and 679 employers).
Characteristics
• The profiles surveyed are mainly hotels with restaurants (34%) or restaurants with table service (33%).
• 39% of employers.
• 61% employees (15% waiters, 12% chefs, 10% receptionists, 10% cooks, 7% head waiters…).
Employee perspective (1,062 employees)
• Which of the following would convince you to stay with the same employer?
Employees generally mention four factors that would convince them to stay with the same employer, and the main motivation cited would be to benefit from a higher salary than that which is offered.
• A salary higher than the prevailing rate: 60%
• Bonus payments: 50%
• Good working conditions: 40%
• The possibility of taking training courses: 38%
• Consecutive days off: 36%
• Implementation of a profit-sharing scheme: 36%
• A rotation for weekend work: 30%
• Employee benefits: 28%
• Short denominations: 22%
• Group-related benefits (works council, etc.): 21%
• Greater flexibility in taking leave: 20%
• Alternating work schedules: 19%
• Good tips: 18%
• Provision of company housing: 15%
• You see nothing that could build customer loyalty: 3%
• You don't know: 2%
And among these same factors, which are the most decisive for you and would most convince you to stay with the same employer? (4 possible answers)
• A salary higher than the prevailing rate: 52%
• Good working conditions: 27%
• Bonus payments: 27%
• Implementation of a profit-sharing scheme: 21%
Employer perspectives (679 employers)
What are some ways to retain your employees and thus limit turnover?
• Offering good working conditions: 48%
• A salary higher than the prevailing rate: 48%
• Premium payments: 43%
• Consecutive days off: 42%
• Establish a rotation for weekend work: 34%
• Enabling access to training: 31%
• Implementation of a profit-sharing scheme: 27%
• Offering employee benefits: 26%
• Greater flexibility in granting leave: 23%
• Alternating work schedules: 22%
• Short denominations: 21%
• Provision of company housing: 13%
• Group benefits: 9%
• Other: 4%
• You don't know: 4%
• You see nothing that could build their loyalty: 4%
And among these same elements, which ones do you consider the most crucial for retaining employees and reducing turnover? (4 possible answers)
• A higher salary: 41%
• Offering good working conditions: 34%
• Consecutive days off: 28%
• Bonus payments: 28%
Romy Carrere
Some comments following the survey to provide some ideas
• Employers
I recently took over a café-restaurant, which I run with two employees (a sous-chef and a waitress). These two employees were involved in my takeover project from the very beginning. From the opening, I implemented a truly participatory management style, with everyone's ideas and suggestions being genuinely and concretely taken into account. I also chose to pay all overtime worked so that everyone's investment and hard work contributing to the overall success of the establishment is properly compensated. I believe that by acting in this way, we can ensure genuine staff loyalty: listening + attention + consideration + fair compensation = LOYALTY
– Respect, with proper tracking of hours worked and payment, fixed schedules and rest periods
– Fair salary, regular hours, excellent staff meals… The Head Chef has been there for 25 years, the Sous-Chef for 22 years…
– Quarterly attendance bonus, 13th month, end-of-year gift vouchers, exceptional bonus at discretion.
– Employee involvement in company life. Sales challenges with incentives (bonus or voucher). I listen to their needs, expectations, and wishes. One weekend off per rotation. Implementation of valuable training (state diploma, CQP). I try to implement uninterrupted workdays, but it's a bit more complicated to organize.
– Hours as desired: 4 PM to 8 PM, holidays and off-peak periods, flexible hours and days (if no one is available on Monday, come another day of the week when there are more people!). Constant communication is key. If an hour or an afternoon is needed, don't automatically refuse if the reason is valid. I have a Master's degree and I personally train staff according to my company's needs, allowing them to take initiative, even if supervision is necessary. We provide staff with a work tool they like and want to invest in. If they enjoy working on computers, let them handle communication, but we monitor their work ourselves. In a small organization, you have to be able to do everything, and therefore, we can't detail the job roles. It's about providing personal service for the receptionist, marketing for the owner and employees, not to mention inventory management, understanding food safety plans, preparing breakfast, getting up early, and cleaning the kitchen. The dining room, not forgetting the windows and the reception area, just like the exterior, must present an impeccable image from the moment guests arrive. It's like acting as a housekeeper to check the rooms before check-ins. Finally, you have to pay the people you employ (that's why I only have one part-time employee). I could have two full-time employees, but the work would be less well done given the current attitudes of some people and their lack of manners, education, and training… I'm not even talking about the technical skills; they're just as lamentable! Taylorism has no place in the hotel industry! Keep your staff as small as possible, and you'll retain your small team. You'll also avoid having to retrain them every few days, so that's how to limit turnover in small establishments.
– To listen to everyone, to consider each individual as a person.
– to create a good working atmosphere and give real responsibilities to employees because everyone is important
– Open communication/listening/meetings… respect and recognition. Improved tools and working conditions. Financial benefits: Exceptional end-of-year bonus, Christmas gifts, gift vouchers for various holidays
– It's essential to provide good working conditions and maintain positive relationships among employees. It's also important to be fair and reward the team based on performance.
• Employees
The thirteenth month, a good atmosphere, and consecutive days off are frequently mentioned in the comments. Here are a few other examples of comments:
– 2,5 days off per week
– Sodas with meals, commissions from a taxi company
– Accommodation
– Clean accommodation, fair pay
– Implementation of promotional activities to boost sales, with employee rewards in the form of bonuses.
– respect for working hours with time off in lieu where necessary, 2 consecutive days off if possible, seniority bonus, career management, valued recognition (employee of the month)…
– Profit-sharing bonus, 13th month salary, mileage allowance
– A small raise and occasional bonuses
– There's no hierarchical system. A dining room manager does the same job as all the other employees, including the manager. Everyone feels they're on the same level in the hierarchy.
– In-house training, participation in menu development (feedback genuinely taken into account), potential for employee versatility, mutual trust, no breaches of contract/late payments, 'invisible' (non-patriarchal) hierarchy. Freedom of initiative, support for creativity
– Respect (for staff, weekly schedules, customers, products…)
– The prospect of evolution
– A family atmosphere based on respect and an emphasis on teamwork
– Time off in lieu of public holidays even if employees have less than one year of service, time off in lieu of overtime, €100 gift voucher at Christmas
– The meals, the free drinks, the general atmosphere
With the kind permission of the Journal de l'Hôtellerie, whom we thank.