6 CALIFORNIA LODGING NEWS www.calodging.com Belonging. “I’ll be focused on connecting more deeply with our people and in turn, colleagues with each other,” Dacanay said. “Understanding each individual’s purpose will also allow us to best structure the work environment, positively impact hotel performance and create stronger ties within our community.” Much of what Fairmont has created, although informed by research on diversity and job satisfaction and with the help of consultants, is still a bit of an experiment for leadership— and sometimes it can feel a bit odd to people who have been in the business for decades, like Treppenhauer, who started his career in European hospitality and said “martyrdom” in working endless hours was the expectation. “We don’t know, and we have never known, what comes next. But we’re OK with that because that’s the culture we’re building,” he said. “The hardest thing Jackie and I learned is that, if we’re insufficiently comfortable with something we’re doing, we’re probably doing it right, because it’s something new.” Instead of people racking up vacation time they never use, people are actively encouraged to take time off. There is a clinician on site to help people address their mental and emotional well-being, deal with the effects of stress, and in San Francisco, managers are given “vitality days”—an optional day each month outside of sick time and vacation time that people can use for wellness, however they define it. “Some people want to go to the spa, or others want to hike or take a class, to do something they didn’t do before,” Dacanay said. “Some people just want to sit on the couch, eat a bag of chips, and watch Hulu. There’s no shame in what you choose.” While other Fairmont properties in the region are adopting some of the programs developed in San Francisco, they are likely to implement them in different ways, depending on the staff and the property. “It’s still a process,” Zarate said. “We’re all on the same road, but at different points.” Because the program is in its early stages, it’s difficult to measure how it’s doing in keeping people motivated, attracting new talent and improving the guest experience. The goal is to keep listening to the team, trying new things, and checking in with people to see what’s working for them and what isn’t. “I feel like, if this were a baseball game, we’re in the fourth inning,” Tormey said. “In our third month, the emotional quotient of this is working. Our KPIs are exceeding all expectations. But I can’t link them together yet.” Even so, this new approach of true inclusion where everyone has a voice and feels valued for who they are is working for leaders who see it as a chance to redefine the Fairmont experience and to create a program that can be exported to the rest of the company. Fairmont is measuring progress using anonymous surveys and one-on-one conversations and expect the process to continue to evolve to meet the new priorities of its colleagues. Although it’s a different way to manage, it’s a welcome one. “The pandemic gave me the chance to go home in seven hours, and to build friendships and loyalties that will never go away,” Tormey said. “I am never going back to 2019.” Rory J. O’Connor is a long-time Bay Area journalist and consultant who wrote this article for The Lodging News.
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