While I’m usually opposed to watching “Reality TV”, I couldn’t stop my curiosity last night with the season premiere of “Undercover Boss”.  In this episode, Rick Tigner, President of Kendall-Jackson Wine Estates, goes undercover in the front line roles of his organization.  In watching, I realized he was identifying many issues organizations have with managing employees.

Without giving away the episode, let’s talk about what Rick found, and more importantly, the decisions he made as a result. 

First, the recognition that he had a very diverse workforce in the most important area – the vineyard.  They couldn’t communicate because they don’t even speak the same languages.  Did he decide to change hiring practices to make sure everyone spoke English?  No, he provided $50,000 for corporate language training to teach both English and Spanish.  He valued and recognized the importance of recognizing both languages and enabling his employees to grow and develop.  He also committed $50,000 for development of a leadership program- offering the chance for employees to develop a career with Kendall-Jackson.

The second experience for Rick was a considerably rude, foul-mouthed driver who was clearly anti-team Kendall-Jackson.  Rick was clearly upset about the lack of customer service and corporate loyalty.  My money was on Rick firing the employee at the end of the episode.  Imagine my surprise when instead, he did what we all want strong leaders to do- he recognized that the individuals driving trucks are typically isolated from the business side of the organization.  He pulled the driver and put him into an office.  To his surprise, the driver adapted well and even recognized an opportunity for process improvement that was adopted by the entire organization.  Rick saw an opportunity to expand the knowledge of an individual and provide more insight into the importance of his role.  He could have easily terminated employment based on standard policies/performance, which many of us HR professionals probably would have supported.  Score one for Rick!

His final two experiences brought Rick the realization of how important it is for leaders to understand the core functions of their organizations.  The importance of knowledge and recognition for all roles hit home for him with a 20-year employee.  Everyone needs to understand the value they bring to the organization and be thanked for all they do.  Companies spend a lot of time and money on gift cards, recognition programs, etc.  What leaders need to do is understand what motivates an employee.  Is it simply a “thank you”?  Is it a leader who is present, “visible” and pitches in?  Is it acknowledgement through company benefits that allow some work/life balance?  All of these are options leaders need to embrace.  He also reversed a key company decision made a few years before- ending the 401K program.  He saw the impact this had on the ability for his employees to feel rewarded and recognized.

The bottom line for Rick, and other leaders, was to make sure they start with hiring the right people and have a culture that promotes development and recognition.  Some tips:

• Hire individuals who have personal motivators and behaviors that match the culture of the organization.  Technical skills are much easier to teach than behaviors!  Assessments are great tools to help with identifying individual values, behaviors and motivators.
• Embrace a leadership philosophy that ensures you never get too far from understanding the value of the front line roles.  Be visible, be present and engage regularly with the workforce.
• Embrace development and growth for your employees. When employees see the opportunity for a long-term career where they are valued, their engagement, performance and loyalty will follow.  Use succession planning and results-oriented performance management programs to enhance employee development.
• Recognize the value each person and role brings.  Make sure they have opportunity to learn more about the value they have on the organization.
• Actively ensure your benefits/rewards program meets the needs of your organization, including the employees. 

One other item that took me by surprise- how easy it was for the Rick to simply color his hair and put on a fake beard and be unrecognizable to his workforce.  Even undercover, strong leaders should be identifiable!

FOR IMMEDIATE RELEASE

CONTACT:         Scott A. Samuels, President
Tel:                       (913) 897-3100
Email:                  scott@horizonhospitality.com
Web:                    www.horizonhospitality.com

Leading Executive Search Firm now provides Human Resource Solutions for Enhancing Business Performance!

January 24, 2012, Overland Park, KS.  Scott Samuels, President of Horizon Hospitality, announced today the expansion of Horizon Hospitality with the creation of Horizon HR Solutions, LLC.  “Since our company’s inception in 1998, we continue to recognize the increasing demand for pre-employment screening, pre-hire assessments and post-hire development/coaching tools. This demand has become so great that we have made a strategic decision to create a division of Horizon which will focus on  enhancing these services and resources for our clients across the country,” Samuels stated.

Horizon HR Solutions, LLC will be led by Catherine Loudon and based at Horizon’s Corporate Offices in Overland Park.  “I am extremely excited to have Cathy join our team.  She is a true out-of-the-box thinker and a seasoned HR professional who shares my vision of developing exceptional human resource solutions,” Samuels added.   Prior to joining Horizon Hospitality, Ms. Loudon served as Director, Business Partner of Human Resources for Truman Medical Center in Kansas City where she worked with key business leaders on all elements of HR services, including employee relations, performance management, organizational alignment and team building.  Prior to Truman, she served as Director Human and Organization Development for the City of Olathe; Manager of Organization Effectiveness at Black & Veatch Corporate Office; and Lead Project Manager for Emerging Leadership Programs at Sprint’s World Headquarters. 

“I am excited about the opportunity to help our clients with tools and resources which will enable them to maximize their success.  Every organization is different, so don’t expect a cookie-cutter approach.  We will take best practices and leading edge thought-Leadership to help clients create high performing environments,” said Loudon.

 Recognizing that many hospitality organizations lack dynamic and innovative Human Resource Solutions more commonly found in larger Fortune 500 companies, Ms. Loudon will work on creating practical and cost-effective human resource tools specifically for Horizon’s many hospitality clients across the country. 

Stay tuned for Horizon’s launch of the finest Human Resource Solutions for the Hospitality Industry!

FOR IMMEDIATE RELEASE
CONTACT:  Scott A. Samuels, President
Tel:  (913) 897-3100
Email:  scott@horizonhospitality.com
Web:  www.horizonhospitality.com

HORIZON HOSPITALITY ANNOUNCES EXPANSION
Executive Recruitment Firm Opens Office in Orlando

November 21, 2011, Orlando, FL.  Scott Samuels, President and Founder of Horizon Hospitality announced today the opening of a new regional office for Horizon Hospitality in Orlando, Florida.  Mr. Samuels remarked, “Over the last 13 years Horizon has become the country’s leading source for top-tier talent for hotels, attractions and throughout the hospitality industry.  In July of 2011, we made a significant commitment to also serve the Convention and Visitors Bureau Industry.  For strategic reasons, our newest office in Orlando will allow Horizon to be in the heart of the hospitality industry and also serve the nation’s Destination Marketing Organizations.  Orlando is a natural fit for our clients and also for the vast candidate pool.”

Dave Nolan, an 18-year veteran of convention and visitor bureau market sector has relocated to Orlando and will direct Horizon’s talent attraction and placement practice.  Over the last few months Horizon has made a significant impact within the convention industry with executive placements for Monterey (CA), Madison (WI), Washington County Oregon and Myrtle Beach (SC).  In addition to cost-effective recruitment services, Horizon provides comprehensive pre-employment screening and selection tools.  Samuels added, “Dave Nolan not only has brought hands on industry experience to the recruiting process, he has also brought a great deal of personal skill in the selection process of uniquely qualified candidates for our CVB’s and Chambers of Commerce clients.  Because of his special skill-set, Dave has been able to make a positive contribution to Horizon in a very short period of time!”

Horizon Hospitality, the Leading Management Recruiting Firm for the Hospitality Industry, is headquartered in Overland Park, Kansas with regional offices in Philadelphia, St. Louis and Orlando.  For more information about Recruitment Services for your Destination Marketing Organization or if you are a candidate seeking an exceptional career opportunity, please send your inquiry to: 

Dave Nolan
Executive Vice President
HORIZON HOSPITALITY
2501 Trafaglar Blvd., Suite 240
Orlando, FL 34758
(407) 201-8949 office
(440) 281-3060 cell
dave@horizonhospitatlity.com
www.horizonhospitality.com

Employees who have gone through some sort of onboarding process — one that is more than the usual paper-processing bureaucracy — report feeling better connected to corporate strategy and to the company culture. This translates into engagement and a feeling of belonging.

There at least three things that orientation or assimilation programs can do for you.

First of all, they help new hires feel that they are part of a larger organization and that they are important. By introducing new employees to senior management and by spending time to build in them an appreciation of the organization’s past and future direction, these programs create a sense that management is in control and has a strategy for success.

Second, they help convey the culture of the organization so that decisions get made that are more in line with accepted practices and that help the organization function more smoothly.

Third, they help new employees get up to speed more quickly. Given downsizing and the changes that have taken place in many organizations, helping new employees know what’s what and who’s who will make a significant difference on their time to productivity. Some new hires take as long as a year to reach full productivity, especially if their jobs depend upon interacting with many other employees or upon linking work from different parts of the firm. Inexperienced employees, especially college hires, can have long learning curves that can be significantly shortened with good upfront education.

Buck Consultants asked 91 companies what they’re doing to retain top performers. In a nutshell:

• New career development opportunities – 41%
• Market pay adjustments – 31%
• Larger base pay increases – 24%
• Larger bonus opportunities – 21%
• More non-cash recognition – 18%
• Additional company stock – 13%
• Accelerated or off-cycle base pay increases – 5%
• Accelerated promotions – 4%
• Greater retention bonuses – 2%
• Other - 7%
• None of the above – 31%

Industry varied, as did company size. About 14% of respondents had less than 500 employees; 6% had 500-1,000 employees; 36% had 1,001 to 5,000; 14% 5,001 to 10,000; 31% more than 10,000. 

Even when times are really tough, most organizations are still recruiting. And, given the times, the people they are recruiting are critical to product design, service delivery, and ultimately profitability.

TIPS for designing an onboarding experience that will engage new employees and get them productive faster:

Tip #1: Address potential concerns upfront
Develop a program that has substance and that addresses the serious issues effectively. Some of the new employees may be wondering if they have made the right decision, or whether management has a clear vision for emerging from this downturn. The content might include briefings on the vision and strategy of the organization as well as on its values and fiscal goals. An overview of the finances by the CFO and a greeting from some senior-level executive should be encouraged.

Tip #2: Stretch your program out
After an intensive one to two day session up-front to start things off, subsequent activities may extend over several months at periodic intervals. Some programs include rotational assignments; others may include special projects that are designed to expose the new employee to parts of the company he would not normally have any contact with. For example, an executive could be given an assignment to find out something about the manufacturing operations that would require her to actually go to the factory and gather data. This way she sees how other employees work and begins to get a feel for the culture in action. Scheduling events out several months gives you the opportunity to get into topics in an in-depth way that short programs cannot. They also signals that your organization is here to stay and cares about the future.

Tip #3: Take advantage of the intranet
Every employee needs to get used to using the corporate intranet and become familiar with how to get things done using these tools. A portion of many onboarding programs are now developed as e-learning modules and can be offered to the employee and their family before they even start. New employees can get their spouse involved in choosing benefits and in learning about the firm and its history. The more spouses are part of the work life, the less chance that someone will leave on a whim. Usually when a spouse feels connected to the workplace as well, decisions will not be made hastily but only after some conversation and discussion. Topics that can be covered best in e-learning modules include the history of the firm, organization structure, and of course, the benefits offered. Some onboarding programs have as much as 40% of the total content delivered over the Internet.

Tip #4: Educate managers deeply about the need to provide meaningful discussion and reflective work experiences.
Many recent surveys show that the relationship with the manager is one of the most significant in an employee’s work life. Most employee turnover is ultimately caused by that relationship (or lack of it), which makes the ability to assimilate new employees a core competence of managers. An employee’s immediate manager controls all career progression, educational opportunities, and the assignment of projects. So a manager who takes time to discuss issues with a new employee, who shows concern over that person’s assimilation, and who knows what the employee can do and wants to do, will make wiser decisions and build loyalty over time.

The manager should be included as part of the onboarding process. Some firms have the managers attend a session designed to provide the employee with an initial set of goals — perhaps for the first 30 to 60 days. Others include the manager in teambuilding exercises or have a luncheon where the manager sits with the new employee. At the executive level, the CEO can invite new hires to dinner at his or her home or set up a special quarterly new executive dinner and reception. The key is to make sure the manager has a real role in both the formal process of onboarding as well as in the informal one that happens every day.

Tip #5: Assign mentors or coaches to each new employee for the first 90 days of employment.
Research shows very clearly that providing a mentor who can offer insights into the corporate culture — who can explain the organizational structure and help the new employee understand economic and strategic decisions — is a major contributor to increased productivity and lower turnover. These mentors should be individuals who are exemplars of the kind of behavior and results orientation your firm would like all its employees to exhibit. The role of these mentors can be very simple — as simple as going to lunch once a week with the new hire to show them the ropes and transmit some of the tacit culture that is never articulated or often even acknowledged in formal sessions. These mentors are the vehicles to educate the new hire, and they should be trained to serve as listeners who can intervene quietly with a manager if an issue arises. They need to be respected and well networked in the organization.

Some of these programs might also be used to encourage current employees to stay and making them open to everyone might be a good option to consider.  In tough times people need support, reassurance, and honest answers.  The more you can provide this right at the start of the employment experience, the stronger your organization’s culture will be and the better its retention of key people.

Hospitality employers are starting to realize that one of the key components in reducing turnover is through the use of pre-employment screening tools. Supplementing the selection process with behavioral and cognitive assessments, background checks, reference checks, and employment and educational verification may prove to be your best solution to avoid costly hiring mistakes.

If your company continues to struggle with which pre-employment screening tools are the most effective, feel free to give me a call.  Having tested hundreds of these in the past, we can provide some very beneficial feedback and recommendations.  >> Read More

As the President of Horizon Hospitality, I’m pleased to announce that we’re expanding into the Convention & Visitors Bureau/Chamber of Commerce talent acquisition market segment.

The timing is right to make an impact in a market segment that is a natural extension to our current business.  In recent years, America’s service industry has fueled tremendous growth in the tourism, meetings and trade show industries.  Likewise, cities nationwide have rallied around local Chambers to improve commerce and job creation.  Our goal is to assist local leaders in securing America’s finest talent to staff prominent positions in both of these niches.

I founded Horizon Hospitality in 1998.  Since then, we’ve rapidly built our company to become the leading nationwide provider of top-tier talent for hotels, resorts, country clubs and restaurants.  We plan to become a major contributor in the success and prosperity of Convention and Visitors Bureaus, as well as Chambers of Commerce, nationwide.

To spearhead our expansion plans, I’ve appointed Dave Nolan as Executive Vice President of our new division.  Dave brings over 30 years of hotel, convention and visitor bureau, and chamber of commerce experience to the firm.  He brings a wealth of passion, first-hand knowledge and industry experience to this new role and will help make Horizon Hospitality the most hospitable and effective organization in the talent acquisition business.  I hope you will join me in welcoming Dave to our team.

We’ll officially kick off the opening of our new division at this year’s Destination Marketing Association International Convention on July 20-22 in New Orleans.  We hope to see you there!

Performance management has long been a preferred means of improving both individual and organizational effectiveness, by:

• monitoring and rating performance;
• planning work and setting expectations;
• identifying and developing critical capabilities;
• recognizing and rewarding exceptional performance.

But while the concept of performance management looks great on paper, hospitality organizations face a host of challenges when trying to implement a system on their own, such as:

• Financial limitations – lack of sufficient financial support and/or justification, often because it’s difficult to create a “dollars and cents” rationale for measuring performance.
• Organizational fears – fear of how the results of a performance evaluation will be interpreted, what they may indicate about an individual’s (or department’s) performance, and/or how they will ultimately affect the individual (or department).
• Lack of time and/or resources – because it is inherently complex in nature, the process can seem like an overwhelming endeavor to undertake – especially when it shifts focus away from core business activities.
• Lack of regular review and use – even if a system exists, unless the data is continually updated and reviewed, it loses its value to the organization.

Performance Management Simplified with Horizon Hospitality

While some of the challenges listed above may be legitimate, they should not preclude your organization from reaping the benefits of an effective performance management program.  If your hospitality organization is looking to implement or enhance a performance management system, Horizon Hospitality can help.  Simply put, we make performance management easy and effective for your organization.

Our full complement of Performance Management Tools are designed to help you identify, develop and maintain top talent within your organization:

Team Building Surveys: We can help you increase productivity and overall team cohesiveness by recognizing, understanding and appreciating the factors that build and motivate successful teams.

Employee Satisfaction Surveys: Happy employees are productive employees.  We provide a cost-effective, web-based solution to help you periodically measure employee satisfaction levels – and keep overall company performance high.

Behavioral Assessments: We offer a family of three comprehensive, web-based DISC assessment options.  The results of these assessments reveal an individual’s unique natural and adapted behavioral styles.

Job Benchmarking: Using TTI’s patented process, we can benchmark a virtually any hospitality position to help you understand the specific talents needed for superior performance.

Developmental Surveys: We offer an efficient, customized alternative to the labor-intensive survey process, delivering results that quickly identify the types of interventions required for growth.

As experts in hospitality performance management, we have the skilled staff, range of tools, commitment and follow-through to help you create a more successful, synergistic team.

Ready to take the next step?

Get the most from every employee.  Start maximizing performance in your hospitality organization by calling Horizon Hospitality today.

But just what, exactly, is the “right fit”?

For many employers, it means finding a candidate who shares the same belief systems and values as the company’s, and who meshes with the corporate culture.  To identify this type of individual, these employers often turn to values-based recruiting.

Values-based recruiting goes beyond examining competencies and experience.  It’s about creating a values match by building a model that outlines behaviors associated with corporate values, and then assessing candidates for those behaviors.  The process typically yields hires whose thinking, values and ways of doing business closely match those of the employer.

But what if your company needs a proverbial “shot in the arm” to fuel its success – a new direction, fresh business perspective or innovative ideas to re-energize your organization?

In a case like this, the right fit for your hospitality organization will be an individual who, by definition, is not a perfect values-based match.  Rather, this candidate should be selected based on a model that outlines behaviors associated with leading your company in new direction.  To begin this process, your company must first determine new goals, create a list of competencies and values for the available position that will support those goals, and then recruit and select accordingly.

Which type of recruiting is right for your business needs?

Horizon Hospitality’s recruiting experts will work with you to determine how to find the right fit for your company’s needs.  During the Initial Exploratory phase of the placement process, a member of our team will meet with you to learn as much as possible about your company; both operations and culture. This important information allows us to focus and tailor our search efforts as to the desired skills and personality you desire.

Whether you require an individual whose values closely match your company’s, or someone who will bring fresh ideas and perspective to your business, Horizon Hospitality’s exclusive recruiting process will deliver only A-level candidates.  Contact us today to find out how Horizon’s 6-Step Placement Process for hospitality professionals can deliver the right fit for your organization.

• 93 percent of Americans believe that a company should have a presence on social media sites.
• 85 percent believe that these companies should use social media to interact with consumers.
• 60 percent of Americans regularly interact with companies on social media sites.

The truth is, social media can help expand your business network, enhance your career, recruit employees and more.

According to HR expert Susan M. Heathfield, About.com Guide, HR professionals need to participate in social media for career success – and she should know.  She is a management and organization development consultant who specializes in human resources issues and in management development to create forward-thinking workplaces.  Susan is also a professional facilitator, speaker, trainer and writer.

Heathfield’s About.com article “10 Reasons Social Media Should Rock Your World” details the rationale behind making social media time investment mandatory for every HR professional:

1. Stay in touch with colleagues and friends. Social media makes it easier than ever to re-connect with former colleagues, classmates, teachers and other professional contacts.
2. Make it easy for others to find you. Maintain both individual and company profiles to make it simple and convenient for customers, employees and candidates to reach you.
   
3. Find potential job candidates. For example, you can e-mail social media contacts with job requirements and ask them for referrals.
4. Investigate potential career opportunities. If you’re interested in finding a new job, social media sites like LinkedIn can be invaluable in your search.  You can use the site to network, garner recommendations and learn about new job openings.
5. Establish your online brand. You can use social media to promote your career progress by establishing an online presence that defines who you are professionally and what you want to be known for accomplishing.
6. Join groups that share your professional interests. As a group member you can give and get information about recommended reading, industry trade shows or other professional meetings/events.
7. Develop social connections. Sites like Facebook are rapidly gaining mature professional members.  Unlike LinkedIn, Facebook is ideally suited to having fun and developing social contacts over time.  A word of caution:  carefully manage your Privacy Settings and critically examine content – before you post or upload – to make sure it’s compatible with your professional image.
8. Provide a space in which users of your products/services can interact with you. Use social media to expand your customers’ opportunities to discuss their wants and needs – with you or with other customers.
9. Build community around your products or services. The people who are the “face” of your company should leverage social media opportunities to build relationships with consumers.  Forums and blogs on your company website (and within your HR Intranet), as well as fan pages, can help you build this sense of community.
10. Finally your company, in addition to individual employees, should establish a company presence on major social media sites to stay in step with the changing interests and needs of consumers.  The Internet has opened up worldwide communication.  Why not use its social media components to make you and your company more successful?

Horizon Hospitality – Leveraging Social Media for Recruiting Success

Horizon Hospitality uses social media like Twitter, Facebook and LinkedIn to locate the talented, experienced and hard-working hospitality professionals your organization needs.  Contact us today to learn more about our recruiting and consulting services for the hospitality industry.

If you have the commitment to work hard, but need direction for your efforts, here are seven things you can do to take charge of your job search today:

1.  Treat your job search like a job. If you are not currently employed, you have a great advantage – time.  Make finding a hospitality job your full-time job.  Get up in the morning and get dressed, review your goals, create a to-do list when you settle into your office and try to maintain your diligent work habits.

2.  Clarify your self-knowledge and your goals. Do you know exactly what you have to offer an employer?  Do you know exactly what type of career opportunity you want?  Take the time to write down your specific skills, strengths, accomplishments and career goals.  If you know what you want, and what you bring to the table, it’s infinitely easier to focus your efforts, identify potential employers and find the job you want.

3.  Conduct informational interviews. Informational interviews can provide you with invaluable visibility, information and job interview practice.  Conducted properly they can help you:

• expand your professional network;
• set yourself apart from the crowd in a competitive job market;
• gain insider feedback on potential hiring opportunities.

4.  Develop your network. Often in a job search, it’s not just what you know, it’s who you know.  Be proactive in developing relationships (both in-person and via social media) with people who are doing the kind of work that you want to do.  Identify individuals in hospitality companies, industry organizations and professional associations who can provide insight into their employment needs.  Identify faculty, friends, business associates and relatives who can assist you with your job search.  Tell everyone you know that you’re looking for a job and ask them to refer you to potential employers.

5.  Get more organized. Place all of your job search materials, including: research on potential employers; listings of job postings to which you’ve responded; resume versions and cover letters; recruiters with whom you’re working; network lists, etc.  Use this binder to track your progress, plan follow-up, develop daily to-do lists or record other important information.

6.  Find a mentor. If you don’t have a trusted advisor who can help guide your job search efforts, you should get one.  To select a mentor, choose someone you know who:  has earned your respect; is successful in his or her career; will provide honest and effective feedback; will take an interest in your professional development; will support you in your career progression.  Meet with this person regularly to solicit advice, share your ups and downs, and get the feedback and support you need to keep going.

7.  Work with leading hospitality industry recruiters. Due to the widespread use of internet job search engines, major hospitality employers may receive thousands of resumes for a single job opening.  HR then uses algorithms and screening tools to weed out “unwanted” candidates and wind up actually reading just a small percent of those resumes.  Efficient for HR; not so efficient for your job search.

When you work with a leading hospitality recruiter like Horizon Hospitality, you have a true partner in your job search.  We listen, take the time to get to know you as an individual and take a genuine interest in matching you with the perfect hospitality opportunity.  The smartest job search strategy for hospitality professionals?  Contacting Horizon Hospitality today.