DEC EDITION - DIGITAL

best undertaken by someone other than the direct manager. The reason for this is that if it’s poor management or leadership that has prompted the move, it’s unlikely that you’re going to learn the truth if the line manager is asking the question. The age old saying “people don’t quit jobs they quit bosses. • But even if your staff structure doesn’t allow for this it is important to find out much as possible about people’s motives for leaving. With this insight you can put structure and processes in place from the point of hire forward to address. • If the reason is pay related do some comparisons against competitors. However, it's not always pay, sometimes the conditions are the true issue but pay is blamed. Staff will often stay where they are even if pay might be slightly higher elsewhere if they have conditions that others don't/can't provide. Whilst it would be nice to give all hospitality staff every weekend and night off it isn't a reality for most businesses in this industry. • What can you do? Those willing to compromise are often the ones with better retention. THA can assist with market insight on both pay and conditions. • If the reason is career progression , is this maybe because you couldn’t provide a similar opportunity or didn't know they wanted it? Sounds simple but this can be avoided by strong internal communication and awareness of internal succession planning opportunities if they exist. You won't be able to accommodate everyone's career aspirations but your staff’s awareness of the opportunities to progress will retain considerably more employees than if you don't create the awareness in the first place. • Communication is key ! Whether your business has 5 or 500 staff effective communication is critical. This starts with the on boarding of all new recruits, expectations, standard’s and remember no surprises!!Exit interviews if and when conducted when they leave you (hopefully though this doesn't happen as often). This communication needs be a two-way process, not only

do people need to know what’s going on they also wish to be heard. • It can be as simple as daily briefings, weekly one on ones with their supervisor/manager, regular full staff meetings or formal and informal performance reviews and planning sessions. • Encourage ideas! Create environments where your staff actively offer ideas or at least take involvement in the ideas to improve the customer experience, processes and the team environment. Whilst a negative staff member can be your greatest contributor to staff turnover a positive staff member can be the greatest contributor to your employment brand and attracting their friends/family to join your business. Good leadership: It’s the overriding key and whilst all of the above points contribute to good leadership, as a manager you are also required to provide an ongoing commitment as a leader in the following areas: • Look and listen • Build relationships with your people • Recognise and reward performance of individuals where possible • Celebrate and share business success and milestones Successful leaders or managers are those that Engage “If you cannot engage you cannot influence” Remember this; good recruitment, people management, coupled with the right work environment and culture and critically composed and competent leadership is the key to avoiding high level turnover, loss of revenue, customers, market brand damage and importantly mitigate employee claims and Fair Work hearings. We can help in assisting with reviewing your process of recruitment, team and structure reviews and business improvement and only a phone call away o

12 enquiries@tha.asn.au 03 6220 7300

Hospitality Review

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