This article is part of our Brexit Survival Guide: Practical Tips for Hospitality Businesses series, and is written by Jessica Berry, the Talent Manager at the Doyle Collection.
With the employment market contracting since the vote for Brexit, we have turned our attention to retention initiatives designed to present the best offering to candidates post Brexit, in the hope of being the most attractive employer. Being listed as a Great Place to Work in 2017 and again 2018 was an amazing achievement for us, but we needed to do more. In order to retain staff, it was vital for us to understand our labour turnover; who is leaving, when are they leaving, why are they leaving and how could we have enticed them to stay.
At The Doyle Collection, we have worked hard to improve our offering and provide a tailored package based on the feedback we received from our team members. In the last year, we have invested heavily in our talent attraction methods, improved our onboarding experience and focused on the learning and development during the first 6 months of the employment journey. We have tripled the size of our L&D team, and in 2018 are building a comprehensive training portfolio including intermediate and advanced leadership development programmes, improved craft training skills and investment in digital tech to help our team members to engage with learning on the go.
This year, we will be investing in technology to improve our internal communication and engagement with our teams. The feedback we’ve received through Great Places to Work has made it clear that our team members desire access to information at the touch of a button.
We recognise that employees are in the driving seat when it comes to choosing an employer, so it is important to ensure that the employee experience from the first point of contact is engaging, and that this interest and commitment continues throughout their employment experience. We are not trying to create ‘life time employees’, because we recognise that the average tenure is falling, but we are trying to create an employment environment that team members will appreciate for the next 2-3 years and when they do decide to leave, they take with them a memorable experience, one that might encourage them to return in a few years, or share their experience with family and friends.