Countless studies have been conducted and theories explored to define just what it takes to keep employees engaged.
To Peter Pollmeier, general manager at the InterContinental Grand Stanford Hong Kong, the key to successful employee engagement is open lines of communication and responding to employee concerns. 'It can do more harm than good if you ask employees to voice their concerns and opinions and then do very little about them,' Pollmeier said. He was among the business executives and human resources specialists who spoke at a half-day seminar as part of Dale Carnegie's Global Re-engagement Day held in more than 150 locations.
Pollmeier followed his own advice in response to an employee questionnaire when he oversaw a three-year plan that involved the renovation of staff facilities. This included a makeover of the staff changing rooms, building a learning and training centre and upgrading the staff canteen. 'From having one of the highest attrition rates in the hospitality industry, we went to having one of the lowest,' he said.
Other initiatives included ensuring staff had well defined opportunities for career development and showing appreciation for their work. Results from an independent staff survey revealed that employees not only said they were happy, they felt they were a valued part of the business.
Pollmeier's experiences and those of Elaine Lo, human resources director Asia-Pacific, Rockwell Automation (Asia-Pacific), were just two examples of the different ways management have dealt with employer/staff relationships during the economic slowdown.
'Employee engagement is about building team spirit and stressing how important it is that everyone works together towards the same goal,' Pollmeier said. 'I share the good news and the bad news so everyone is kept in the picture.'
During the past 12 months, when Hong Kong's hotel occupancy rates declined significantly, Grand Stanford staff worked together to reduce costs without affecting guest services.