Staff Training and Retention at the Renaissance Mayflower Hotel

Sara Moore, Director of Human Resources at Washington's Renaissance Mayflower Hotel enjoys an employment situation that's the envy of her colleagues. She sees only a 20% annual turnover in her workforce of 550 employees. That's particularly unusual in a city with properties that compete strongly to attract and retain well-qualified employees.

Ms. Moore credits much of her good fortune to the status of the Mayflower itself. "There is a huge pride in the history and tradition of the hotel. It will be 75 years old in 1999. Associates stay with the Mayflower for 30, 35, even 40 years because it is the Mayflower. We consider it the second-best address in Washington."

Prospective employees pass through an extensive screening and interviewing process before they can join the Mayflower tradition. After an initial interview with the Human Resources Department, potential employees (who are referred to as 'associates') then interview with the respective department head. Successful candidates for front of the house positions then have a third interview - this one an extensive telephone interview developed by the Gallup Organization. In all cases, the emphasis is on demonstrating the skills and attitudes needed to deliver a high standard of service.

"We look for people who have a real desire to satisfy or serve the guest. We look for a demonstrated ability to take care of the customer. We want them to give us actual examples of how they use those skills in current and former jobs. The technical part of the jobs can be taught, but you can not teach people how to love taking care of the customer."

A two-stage orientation process introduces new associates to the hotel operations and then to job-specific duties. As a union hotel, cross-training opportunities are limited. Ms. Moore says employees welcome cross training when it is available and that the management and unions continue to explore ways to offer them within the limits of their labor agreements.

The philosophy of the management at the Mayflower is built around four cornerstones. "The hotel can never be clean enough. We can never make enough money. We can't have a happy-enough guest. We can't have happy enough associates. Everything we do has to support one of those four things, or we should not be doing it."

While the associates are mentioned last, Ms. Moore says that they are actually the most important ingredient in insuring the success of the hotel. "We believe in empowerment. The associates really run the hotel. They have the biggest impact on the customer and the business. As managers, it is our job to give them to tools and training and to do all we can to help them be successful. We're just steering the luxury liner."

Constant communication up and down the line of responsibility is a key element in the operation of the hotel. There are daily stand-ups in most departments before each shift. Managers attend larger monthly meetings that involve several departments. Employees are vocal about what can be done to improve the hotel. "We follow up on their ideas and implement those that make sense. We also think it's important to explain why when we can't use an idea."

Through the meetings, a regular newsletter, and a communications board in the employee cafeteria, associates stay informed about what is happening in the hotel - not just involving operations, but also about the business side. "We discuss finances, guest satisfaction, business, and where the hotel is going."

When employees have complaints, they rarely involve pay or benefits. "They talk about day-to-day things. Someone might complain that they need a new mop or that they couldn't find spoons, and the customer had to wait for a few minutes. They have a passion to take care of the customer. Anything that interferes with that is frustrating, and they let us as managers know that we've let them down."

The low turnover and long years of service has helped turn the Mayflower staff into a tightly-knit group. The hotel has many ways of recognizing the length and quality of service. There are awards for top associates on a monthly and quarterly basis. Each department also stages quarterly team-building exercises away from the hotel. There are dinners, tokens of appreciation, and social activities. The annual Service Awards Dinner is a lavish banquet to honor those associates with many years of service.

Equally important, according to Ms. Moore, are the less-public gestures. "What really means a lot is when the manager pulls someone aside and thanks them. On the spot, sincere gratitude is appreciated. Then we step back and let them do their jobs."
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