According to research, Millennial employees, more than any other previous generation, require instant and continual feedback and clear, fast progression tracks.
At the Hotelier Middle East Great GM Debate, Lynne Bellinger of Purple Hospitality revealed that research shows that 80% of Millennials need instant feedback. Our panel of GMs gave their advice on how to give immediacy without compromising structure.
They also look for a variety of tasks and they expect to be able to accomplish those tasks, which includes providing the resources and infrastructure for them to do so.
David Allen, GM, Radisson Blu Media City, said that communication is one of the fastest ways to a Millennial’s heart: “They’re looking for accessibility, friendliness - they want to call you by your first name. We’ve made a few changes based on what younger staff members are saying, mainly that we’ve changed the timing of feedback so that it’s more instant.”
Mark Allaf, Cluster GM, Hilton Garden Inn Dubai Al Mina and Hilton Garden Inn Dubai Al Muraqabat, said: “My staff and I eat together, talk together, work together. That creates better engagement and helps us become part of the solution for them.”
And what about the youthful optimism and can-do attitude of Generation Y? How are hotels making that work for them?
James Reeves, GM, Per Aquum Desert Palm, said: “That energy needs to be streamlined and ensure that it works for the strategy of the hotel. Millennials will have lots of ideas and it’s up to us as GMs to make those ideas work for our strategy.
“It’s also about taking those ideas and forming them into actual workable projects – and then finding a team to work on it together, as Millennials work better in teams.”
The other very large difference between Generation Y and other generations is changing jobs, which Millennials tend to do more often, even in the high turn-over industry of hospitality.
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The average length of stay for a Millennial is two years. With that in mind, we asked our panel what hotels can do to foster loyalty and up retention rates.
Reeves: “It’s important that they understand their role in the organization, view a clear progression path, and see equal opportunities for development and growth. Communication is also paramount. These younger staff members need feedback - constant feedback to make sure they’re on the right track. Having mentors and people to guide them helps.”
“We also need to give them projects and incentives and sense of achievement. They need an opportunity to contribute but also need to know exactly where they fit in the organization.”
Allaf took the pragmatic approach, saying: “I want my employees to stay longer than two years,but being such a big brand as Hilton, we have lots of opportunity for advancement and different locations, etc. So if we can retain them within the group, I still feel I’ve done a good job.”
Alexander Schneider, GM, Rixos the Palm Dubai, said: “We need to look at job descriptions – this is important for Millennials, as they often tend to feel more restricted by titles and job descriptions.”
All of our panelists agreed, with one going so far as to say that Millennials found job descriptions “completely useless.”
Schneider continued: “An American hotel group [Hyatt] recently said that this whole ‘front office/back office’ thing doesn’t work – let’s just have hosts, who are empowered to do everything and they’ll stand around with iPad and help with whatever you want – there’s no idea of ‘that’s not my job, I can’t help you’.”
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