This post outlines an article on employee engagement in the hotel industry. It will focus on the Engage part of the Zinger Employee Engagement Model:
Engage. CARE ends with the E of engage. We so often talk about “engagement” and substitute the verb of working (engage) for a static noun (engagement). Engage focuses on the actions of engagement. Engagement is not a one time survey measure or a steady state. To engage is to fully experience and contribute to the dynamic elements of work.
Edna Larkin wrote a short and effective piece on employee engagement at Hospitality Net. I appreciated the workshop vignette she wrote about:
An interesting incident occurred during a workshop which I recently delivered for employees working in a busy hotel. During an ideas session on how to improve business performance, one talented, but extremely de-motivated employee, surprisingly suggested several positive things which would make a difference. When later asked why he had not previously told his manager about these ideas, his response was fairly blunt, but very revealing: “I don’t get paid from the neck up”.
Larkin has identified a number of “C” drives of engagement for leaders in the hotel industry:
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- Culture
- Composition
- Clarity
- Competence
- Cooperation
- Control
- Communication
- Challenge
- Conflict
- Compensation
- Change
Click here to read the original post on the challenge of employee engagement.
