www.calodging.com September/October 2022 19 Once those good people are there, how can hotels keep them, especially younger managers who may have different expectations about work and work/life balance than previous generations? By offering ongoing training and mentoring— not only in their own disciplines, but also the other verticals, we demonstrate that we want our employees to grow with us as a company. Another key to this—ask them! Ask them what they want to do, how can we help them grow and actually help them realize their goals. We at Twenty Four Seven Hotels are implementing a Manager-in-Training (MIT) program that is going to take our rising rock stars and put them into a robust training program across all departments so they can really ‘touch and feel’ what it is like to be the General Manager.” “ Amanda Hawkins-Vogel EVP, Operations Twenty Four Seven Hotels Dhruv Patel President and COO Ridgemont Hospitality It is not always about the compensation— company culture remains key. We must create a positive environment where people love coming in everyday and continue to provide team members with opportunities for growth. The #1 thing we hear from our younger managers is they really want to feel supported; they want to know that we are all pulling the rope in the same direction for the same goal and when they get into a bind, corporate will have resources to help remove barriers and do so quickly with little red tape and bureaucracy. One of the bigger shifts over recent years has been flexibility, the days of expecting managers to be at the hotel for 10 hours straight are behind us, as long as the productivity is there, we allow flexible schedules where they can balance family and personal time.” “ continues
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