By Cayley Dow
Being a hotel leader is challenging. I remember my days were often characterized by my rotating office door and urgent requests, each more pressing than the last. I both loved and loathed those days, yet one guiding principle kept me grounded: choose the right people for the right roles. I was confident if I did nothing other than hire and engage them well, then everything else would fall into place. This may sound easy in theory, but in practise it’s not. Here’s what I’ve learned about engaging the best hires and keeping them.
Hire Right
There are specific traits you should look for in your next hires.
1. Emotional Intelligence (EI). EI is linked to higher performance, especially where frequent guest interaction is needed. People with high EI are better problem-solvers and have a stronger capacity for teamwork.
2. Accountability. Accountable employees are 28 per cent more productive, they show ownership over their work and they elevate team performance.
3. Passion. A passion for the mission is essential to upholding brand values. For example, Marriott has seen success in sustainability by hiring employees who value environmental impact, driving engagement and brand awareness.
4. Life-long Learning. A hunger for lifelong learning builds adaptability to change and resiliency. A Deloitte study shows that organizations with continuous learning cultures see a 30-per-cent higher retention rate.
Reward Great Behaviour
When you hire for the right qualities, recognizing great behaviour becomes straightforward. Intelligence shows when an employee doesn’t just solve a guest issue but addresses the root cause to improve future experiences. Accountable employees follow through, own their tasks, say “I’ve got you” and aren’t afraid to admit mistakes. Passionate team members go above and beyond, volunteering for projects or bringing fresh ideas outside of their job scope. Life-long learners have a growth mindset and see failures as learning opportunities. Rewarding great behaviour can be as simple as saying “great job” or as big as a promotion — what matters is showing recognition in a way that resonates.
The Next Leaders
Gen Z, born between 1997 and 2012, will soon make up more than 25 per cent of Canada’s workforce, with a strong presence in hospitality. A 2023 Deloitte report found that 50 per cent of Gen Z rank work-life balance as a top priority, valuing flexibility and purpose over traditional perks like salary. In fact, 60 per cent of employers report challenges with Gen Z employees around work-life balance expectations. Instead of seeing these as drawbacks, consider how they may benefit your team. Outdated systems might hold back your Gen Z hiring, so aligning your company’s goals with mentorship opportunities and community values can turn them into loyal team members.
People are the heart of any hotel, but keeping the right talent isn’t always easy, and turnover can feel like a constant drain. Whether you’re a new or seasoned leader, these lessons will help you focus on what matters most — hiring and keeping the right people.
Cayley Dow is the founder of Thrivity Inc. (thrivityhr.com), a human resources consulting and coaching firm that helps service-oriented businesses to thrive in the ever-evolving world of work.
