HR Corner Caring culture extends to the community by Nicole Wong Hotel employees trained to make a difference in the wider world Most of us have become accustomed to the high levels of service that top-class hotels offer their guests, but comparatively few people realise the contribution they also make to the broader community through a whole range of activities. These go well beyond offering training and career opportunities and extend to taking an active involvement in social services and special charity events. By providing practical assistance, support and new opportunities for those in need, many leading hotels are working to make a real difference in people's lives. With its "We Care" corporate culture, the dual aim of the Eaton Hotel (Hong Kong) is to look after clients and attend to the needs of various members of the community. In this respect, guidance is provided by the in-house social committee, which was specially set up to organise a range of participatory activities. "I am a great believer in giving something back," says general manager Bob van den Oord. "At Eaton, we practise our credo of knowing we are ambassadors and caring for our hotel and the community." We want the hotel to be seen as a caring environment for employees, clients and the general public This caring culture has become central to the hotel's corporate image. It originally came about at the end of 2004, when the management team held in-depth discussions on the beliefs and credos they wanted to promote. These were formally established in January 2005 and were followed by a series of training courses and related activities. Both daily briefings and weekly training sessions were organised to instill the key concepts company-wide. Mr van den Oord notes that senior management have also played a crucial role in consolidating the culture, since they effectively act as role models for all other employees. Active committee The success of the programme has been built on the active participation of all staff, and by ensuring that the social committee was made up of representatives from different departments. The committee has a monthly budget, an annual plan, and the freedom to come up with new ideas for all kinds of events. Mr van den Oord provides suggestions and oversight and supports the committee in organising whatever has been agreed. As a further way of promoting this caring culture, various communication channels, including an intranet system, are used to deliver regular updates and keep every single member of staff well informed. A selection of the recent activities includes blood donations, home visits for the elderly, a dress casual day, career talks and business etiquette workshops for university students. Mr van den Oord explains that a survey was conducted to understand staff perceptions of the "We Care" culture. The results showed that it has already become part of the fabric of the hotel and has helped in achieving greater motivation at all levels. Employees feel empowered and know they will be encouraged to carry out new initiatives. The improved coordination between departments has also created a genuine appreciation of the benefits of teamwork. "A room attendant, for example, will know about and discuss new initiatives being taken by the front desk, and this contributes to a very healthy atmosphere in the workplace," Mr van den Oord says. Strong ties With the stronger sense of belonging that this brings, it should be no surprise that the rate of staff turnover has decreased in the last quarter and that general morale has improved. The "We Care" credos are reinforced as one element in all training activities, as is the need to think about and be involved with the community. Mr van den Oord believes that this not only strengthens staff loyalty, but also helps to establish a closer relationship with the public. "We want the hotel to be seen as a caring environment for employees, clients and the general public, and we link our business objectives to social responsibility," he emphasises. To ensure that the programme maintains momentum, a meeting was held in December to review the performance of the social committee and to discuss plans for events in 2006. A top priority will be to have more contacts and activities with underprivileged groups. "For example, we have already been actively involved in fund-raising for Orbis, in the hope of bringing new light to people who cannot see," Mr van den Oord says. He also points out that, for all its success in creating proactive attitudes and making diverse contributions, the programme would not have worked so well without the full support and commitment of senior management. "They have taken an active role in endorsing the plans of our social committee, and made it possible to turn words into action," he says. Salient points Clear management vision to create a caring corporate culture Active involvement of staff at all levels is the basis for strong teamwork and participation in community projects Good internal communication has improved overall staff morale and input All training reinforces the attitudes needed to build a caring company Support from management has been important for the successful implementation of initiatives Taken from Career Times 6 January 2006, p. A16 Your comments are welcome at [email protected]