www.calodging.com March + April 2024 5 BLE LING COMPETITIVE WAGES PERSONAL GROWTH EMPLOYEE ALLOWANCE PERKS & BONUSES FEATURE work and their property is another,” said Frederique Falour-Yalniz, Sensei Porcupine Creek’s Director of People Operations. Hilton’s approach to retention starts with a strategy focused on inclusion, wellness, growth, and purpose. Hilton, which was recently recognized by Great Place to Work and Fortune as the World’s No. 1 Workplace, offers additional benefits for both hourly and salaried employees that fit this mission, including expanded parental leave, adoption assistance, access to debt-free education through Guild, as well as discounted travel benefits through its “Go Hilton” team member travel program. “We know that to attract and retain the next generation of talent, traditional employment benefits are not table stakes,” Maginnis said. “That’s why we’ve expanded our benefit offerings to help team members have a fully human experience at work.” Maginnis also noted a few other investments that she believes have been crucial for the → find that the data gives a competitive edge for hoteliers to be more in tune with the market, comply with fair pay practices, and lead to less turnover and happier employees in general.” Salary.com also offers compensation benchmarking for employers to better understand the specific market they are hiring in and for employees to learn how their peers are being compensated. Hoteliers can even compare themselves to other industries. “If a hospital down the street from your hotel is offering a few more dollars an hour for their janitorial staff, you may lose your own janitorial staff to them,” he said. Salary.com also offers industry-specific surveys that are updated every 90 days to reflect the latest pay markets and data on key reward elements such as base salary, incentives, and fixed allowances. McPhee added that it is essential for properties to both regularly check and participate in the survey process once a year to ensure the accuracy of the market data. He also stresses the value of regular internal employees and compensation assessments, including an annual review of turnover, recruitment efforts, and benchmarking against others in the market. This constant assessment allows hoteliers to make smart decisions backed by data. According to the Bureau of Labor Statistics, average hotel wages in the U.S. reached an all-time high of $23.91 per hour in December 2023, and since the COVID-19 pandemic, they have risen at a faster pace than average wages throughout the economy. “Your people are your biggest asset and largest expense, so focusing on getting that right is important,” McPhee said. Building Lifelong Careers Through Employee-Centric Culture and Community “Hiring your talent is one thing; making sure they join a team that is proud of their
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