To deal with workforce challenges in tourism, it is essential to implement good human resources management practices at all stages of interaction with employees in order to recruit, welcome and retain them.
In addition to the new challenges that have emerged with the pandemic (teleworking, mobilization for recovery, etc.), the recruitment and retention of the workforce remain challenges that are still present in the tourism sector. While provincial tourism associations offer resources to support managers and businesses, it is also possible to mobilize and retain resources by applying some simple tips such as targeting, communication, feedback, and non-monetary recognition.
The infographic above shows best practices for managing human resources throughout the employee journey.
Case study: a “great” employee experience at Cap-Jaseux Adventure Park
In Saguenay - Lac-Saint-Jean, Parc Aventure Cap-Jaseux had to deal with the shortage of labor and a high turnover rate that led it to have to close some services in 2019. Rebecca Tremblay, the executive director, shares with us the human resources management actions that have been successfully implemented.
What actions have you put in place to promote the attraction, reception and retention of your employees?
1 — Attraction and recruitment
Target profiles and adapted communication
We used the marketing tool of persona to create profiles and better understand the expectations of our target employees (e.g.: the local student, the student specializing in tourism [adventure, outdoor], early retirees). We then adapted our communication to these profiles, in particular in the choice of platforms for distributing our job offers: platforms for schools in the region, website, Story on our social networks, posting in local businesses. We also have informal agreements with schools in the region that offer tourism techniques.
The Guides' Camp
We offer employees the opportunity to sleep on site. This allows us to extend our recruitment pool to more remote regions and to welcome international interns.
A perfect working environment
Evenings, activities, proximity... We promote and put into practice a pleasant and family working environment. Numerous activities are organized and promote a warm working environment. Employees can also invite a loved one to our evenings.
Discounts and free
Finally, access to all park activities is free for our employees. They are also offered a free pass for each month they work that they can share with family and friends.
2 — Communication, at the heart of hospitality
Employee triathlon
Since 2008, the Employee Triathlon has been held every season, an event that promotes welcome and integration. Following a presentation of the organization, all employees participate in the activities of the site. In addition to familiarizing yourself with the service offer, it allows you to get to know each other. The evening ends around a fire and they are offered the opportunity to sleep in the accommodations usually reserved for customers.
This year, we are offering training common to all sectors of activity, oriented towards customer experience.
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Companionship
A mentoring system is also in place where new employees are paired with old employees.
3- Recognition for successful retention
We have set up a committee to ensure that the actions we already take remain, but also to improve it and align them with the values of the organization. For example, we are currently considering a system to reward good deeds in terms of health and safety and sustainable development, two values at the heart of our DNA.
Celebrating birthdays with small attentions, offering Popsicles and local products are accessible gestures that demonstrate that we recognize the value of the individual.
What results?
A very tangible level of engagement and a strong sense of belonging that are achieved through the loyalty of a large number of employees, season after season, and especially through significant word-of-mouth. Our employees had a unique experience and they are talking about it! This year we had three times more applications than the number of job offers.
What advice could you give for managers of small and medium-sized tourism businesses?
Two? *laughs*
1 — Do not neglect the commitment of management and managers in the process. Support the initiatives of our teams.
2 — Communication! Convey information consistently and learn to communicate together. We are still working on this, it is ongoing.
And you, what are you going to put in place to seduce and retain your future employees?
Article written in collaboration with Acadia experience.
sourcing
- Quebec Tourism Human Resources Council. ” Project on seasonality in tourism ”, July 5, 2018.
- Payer, Julie. ” Non-monetary recognition, a constant challenge ”, Tourism Intelligence Network, September 22, 2020.
- Telephone interview with Rebecca Tremblay, General Manager of Cap-Jaseux Adventure Park.
POSTED
7/8/2021