Kowloon Shangri-La hotel regularly acknowledges the contributions of its most loyal employees LONG SERVICE IS often overlooked by companies. However, with staff shortages being a characteristic of today's labour market, recognising employees who have chosen to continue working for the same organisation should be a priority. Grace Kwok Ka-hing, director of events management at the Kowloon Shangri-La hotel, understands the value of appreciation. She recently organised a long-service awards luncheon for 45 staff of the hotel. She paid careful attention to the location, menu and decoration because she understood how important the occasion was to the awardees. She was also honoured that day for her long service. Ms Kwok joined the hotel in February 1981, four months before it officially opened for business, and has spent 25 years working her way up to her present position. She said it was important to be recognised because the hotel was like a second family. 'I think every five years from your date of joining is a landmark and calls for a celebration,' Ms Kwok said. The long-service luncheon was held at a banquet hall overlooking the harbour, where awardees and senior management were treated to a five-course meal specially prepared by the hotel's executive Chinese chef. Each of the 30 awardees was presented with a certificate, a service pin, a dinner voucher for one of the hotel's restaurants and a cash reward of $6,888. At the hotel's 25-year celebration party in June they will also be given a gold medallion. Jorie Lau Lai-kuen, service manager of concierge, attended the luncheon to receive her long-service award after 25 years with the hotel. She joined the hotel as a junior clerk and was only the second woman to become a concierge in Hong Kong. She has held the position for 12 years. She said she had never got tired of her job because it was a challenge meeting requests from hotel guests. Helping customers made her feel good. Ms Lau was thrilled to have her long service recognised by the hotel. 'I felt proud of myself [at the luncheon] and very happy,' she said. Long-service luncheons are part of the HR strategy designed to retain staff at the Kowloon Shangri-La. The opening of new hotels such as the Disney hotels on Lantau Island and the Four Seasons Hotel in Central have made established hotels look for innovative methods to prevent their staff from being lured away. This problem is likely to be exacerbated when the slew of hotels under construction in Macau also open their doors. Despite aggressive competition, the Kowloon Shangri-La had a turnover rate of about 10 per cent last year, considered to be very low in Hong Kong's hotel industry. According to human resources director Daisy Wong Wai-yee, the low turnover can be attributed to the hotel's HR policies. These include treating staff as internal customers to inspire loyalty. Employees are cared for in the same way as guests. This approach is adopted the moment a prospective employee arrives for an interview. Candidates are welcomed at the door by a member of the human resources team, given a comfortable area to wait in and are shown recent activities of employees on television. Particular care is taken to employ staff with the right attitude. 'We hire for attitude and train for skills,' Ms Wong said. Once employees join, they are made to feel a part of the company. They are kept informed about the gross operating profit every year, invited to lunch with the general manager and encouraged to post their views in a suggestion box. Employees share in the hotel's commercial success, with staff being offered profit-related bonuses. Compliments by guests to individual members of staff are also rewarded. Ms Wong said the Kowloon Shangri-La recognised that staff were keen to do well professionally. Employees were ready to take on new challenges and also be responsible in their jobs. 'We have to create opportunities for them to meet their goals. That is the real challenge,' she said. Employees are stimulated by a learning environment at the hotel, with training offered at every level. Staff are encouraged to take part in distance learning and enrol for courses at the Shangri-La Academy in Beijing and at the Cornell-Nanyang Institute of Hospitality Management. Development programmes, inter-departmental cross-training and overseas exposure are offered throughout their career. 'The staff are the brand ambassadors for the hotel,' Ms Wong said. 'In this business, human resources has to be a strategic partner and educator.' Retention Issues Increased competition means staff retention in the hotel industry is a growing problem Low turnover at Kowloon Shangri-La points to successful retention policies Company culture ensures staff are cared for as diligently as guests Long service recognised and rewarded at a recent five-course luncheon Good communication, creating a learning environment, ensuring goals are met and hiring for attitude all play key role in retaining staff